Not only because the product wasn't a great product, but remember it took us five or six years to ship it. Then we had to sort of fix it. That was what I might call Windows 7.

"There's no CEO for the government." But if you were CEO for a day at the government, would you have tools and reports and wherewithal to look at government the way a business would look at its lines of business, its spending, its revenue? I've actually been working, first by myself and then with a group of people, on then on and off, and now much more on, almost since the I time left Microsoft.

What we've gone through in the last several years has caused some people to question 'Can we trust Microsoft?' .

There's a lot of Google fascination out there and we share it, and we're going to compete, we're going to compete very, very hard.

I'm going to f---ing bury that guy, I have done it before, and I will do it again. I'm going to f---ing kill Google.

The company [Microsoft] really has to chart a direction in mobile devices. Because if you're going to be mobile-first, cloud-first you really do need to have a sense of what you're doing in mobile devices. I had put the company on a path. The board as I was leaving took the company on a path by buying Nokia, they kind of went ahead with that after I told them I was going to go. The company, between me and the board, had taken that sort of view. Satya, he's certainly changed that. He needs to have a clear path forward. But I'm sure he'll get there.

I like to tell people that all of our products and business will go through three phases. There's vision, patience, and execution.