Arm

But there are also decisions that could be undone if we decide that it wasn't the right thing to do. Then the bigger, I'm going to go invest a billion dollars or I'm going to launch a new service that is hard to pull back or is painful to pull back. Those are the one-way door decisions that I think we want to have a little bit more inspection on.

Even those though, I think we're trying to figure out how do we make those faster too and enable a broader swath of people to make those. You asked how I make decisions. I think for better or worse, my take is I am rarely, if ever, the expert on any particular subject that we're working on.

Even those though, I think we're trying to figure out how do we make those faster too and enable a broader swath of people to make those. You asked how I make decisions. I think for better or worse, my take is I am rarely, if ever, the expert on any particular subject that we're working on.

Even those though, I think we're trying to figure out how do we make those faster too and enable a broader swath of people to make those. You asked how I make decisions. I think for better or worse, my take is I am rarely, if ever, the expert on any particular subject that we're working on.

And if we're working on compute, if we're working on storage, if we're talking about hypervisors, if we're talking about sales compensation, if we're talking about

And if we're working on compute, if we're working on storage, if we're talking about hypervisors, if we're talking about sales compensation, if we're talking about

And if we're working on compute, if we're working on storage, if we're talking about hypervisors, if we're talking about sales compensation, if we're talking about

you know, power contracts that we're signing, if we're talking about, you know, whatever it is across technology, if we're talking about go to market efforts, if we're talking about marketing, I am almost never the expert in the room on that. And so I make sure that I listen and leave space for those experts that spend all of their day thinking about that to weigh in as to how they've come up with

you know, power contracts that we're signing, if we're talking about, you know, whatever it is across technology, if we're talking about go to market efforts, if we're talking about marketing, I am almost never the expert in the room on that. And so I make sure that I listen and leave space for those experts that spend all of their day thinking about that to weigh in as to how they've come up with

you know, power contracts that we're signing, if we're talking about, you know, whatever it is across technology, if we're talking about go to market efforts, if we're talking about marketing, I am almost never the expert in the room on that. And so I make sure that I listen and leave space for those experts that spend all of their day thinking about that to weigh in as to how they've come up with

their recommendation, how they think about what we should do.

their recommendation, how they think about what we should do.

their recommendation, how they think about what we should do.

Then the part that I bring to that is to one, take a view of a non-expert and ask some questions and understand how they're thinking about the problem, and then also help connect the dots to the other part of the organization that they may not have visibility into and understand if there's trade-offs that they've maybe not thought about because

Then the part that I bring to that is to one, take a view of a non-expert and ask some questions and understand how they're thinking about the problem, and then also help connect the dots to the other part of the organization that they may not have visibility into and understand if there's trade-offs that they've maybe not thought about because

Then the part that I bring to that is to one, take a view of a non-expert and ask some questions and understand how they're thinking about the problem, and then also help connect the dots to the other part of the organization that they may not have visibility into and understand if there's trade-offs that they've maybe not thought about because

you know, they're making a marketing decision and didn't know about a new product that we were delivering over there. And so I try to make sure that as an organization, we've connected those dots and then ask the right sets of questions. And then if, look, if there's a tiebreaker decision, I'll have to do it so that we can move fast.

you know, they're making a marketing decision and didn't know about a new product that we were delivering over there. And so I try to make sure that as an organization, we've connected those dots and then ask the right sets of questions. And then if, look, if there's a tiebreaker decision, I'll have to do it so that we can move fast.

you know, they're making a marketing decision and didn't know about a new product that we were delivering over there. And so I try to make sure that as an organization, we've connected those dots and then ask the right sets of questions. And then if, look, if there's a tiebreaker decision, I'll have to do it so that we can move fast.

Because I don't, I think the place we don't want to be in is sit there and just debate forever. At some point, you need a tiebreaker decision. And that's kind of what I view my job as doing as well.