The coach

In his early twenties, Steve McMillan was handed a team at IBM whose morale survey score was zero.

A bad manager produces low numbers. Zero takes organization.

"The team actually had to collaborate with one another to answer the questions in a certain way so that score came out at zero," McMillan said on the CEO.com Podcast. He was 23 or 24, by his account the youngest manager in IBM's history at the time. During his tenure, he handed out 25-year service awards to people who had been at the company longer than he had been alive.

He tells the story lightly and skips the part about what he did to fix it. What stayed with him was the conclusion. "No challenge is really insurmountable," he said, "if you have the right support, the right capabilities, and you're willing to execute with conviction against a great strategy."

He is testing that proposition again. McMillan has been president and CEO of Teradata since June 2020, when the board named him to succeed interim chief executive Victor Lund. He arrived from F5 Networks, where he ran global services, after a stint at Oracle leading customer success, managing cloud services, and nearly two decades at IBM. He learned to program at 10 and later took a first-class honors degree in management and computer science at Aston University in Birmingham, England, according to Teradata, which is roughly the whole explanation for the career that followed.

Teradata is 47 years old and has spent most of his tenure trying to become something else.

Three styles

McMillan learned a leadership framework as a young manager and still runs on it.

The first style is pacesetting. You climb out of the trench, shout follow me, and drag the organization forward behind you. He offered Elon Musk and Steve Jobs as the reference cases, having recently finished the Musk biography. When Clint Betts observed that Musk's approach "seems different than most," McMillan cut in: "How very politely said."

The second is authoritative. Set the strategy, build alignment around it, execute consistently.

The third is coaching, and it is the one he claims. "I think coaching has the most positive impact on the culture of a team, the culture of an organization, as you're looking to develop others."

He is careful to say that good leaders blend all three to fit the moment. He is equally clear that pacesetting is what you deploy "when you need to make changes very quickly," and equally clear that it is not his default.

The same instinct shows up in how he handles culture, and here he is more persuasive than almost any incoming CEO on the subject. Most arrive with a teardown plan. McMillan arrived at a company whose people were proud of what they had and treated it like a training program.

"You don't throw away muscles that you've had," he said. "You just build up and continue to build your tone, your muscle ability."

So he picked muscle groups. Teradata's internal alignment document, the "company on a page," rests on three principles: be customer- and market-driven, have agility and execution, be accountable to one another. Employees pushed back on the word market, telling him their satisfaction scores were already excellent. His answer was the sharpest thing in the interview.

"If you only focus on your customers of today, you're only going to get the outcome of your customers of today."

The math

The frameworks are now being graded in public, quarter by quarter.

Teradata's second quarter results, reported August 4, are the case for the defense. Non-GAAP operating margin reached 21.5%, up from 16.4% a year earlier. Non-GAAP diluted EPS came in at $0.69 against $0.47. Adjusted free cash flow more than tripled to $127 million. The company retired the remaining $450 million on its term loan and raised full-year earnings and cash flow guidance.

The case for the prosecution is the same. Total revenue was $410 million, flat year over year. Total annual recurring revenue grew 1% as reported, to $1.509 billion. Consulting revenue fell 24%. Guidance called for third-quarter revenue down 4% to 6%, and full-year ARR growth of 2% to 4%.

Six years of margin expansion, and the top line has not moved.

Investors reacted to the second half of that. The stock fell 21% the following session. Six days later, Morgan Stanley's Erik Woodring dropped his overweight rating and cut his target from $35 to $29.

Woodring had opened the Q&A on the earnings call with the question the downgrade eventually answered. Why, he asked, does the year run first-half growth into second-half declines when the company is launching this much product into a strong environment? He would have expected the opposite shape. McMillan's answer was about customer choice, cloud or on-premises, and about Q4 being the strongest selling quarter. It did not move him.

The positioning itself is not soft. On the same call, McMillan named the current phase Teradata 3.0 and said the company had "retooled our business for this clear opportunity of autonomous intelligence." It is built around the Autonomous Knowledge Platform, which sells enterprises the context and governance layer their AI agents need, running across cloud, on-premises, and hybrid environments. McMillan's diagnosis is that most companies cannot get agents into production because their data carries no usable meaning for those agents. He cited research finding that 77% of executives say a fifth or less of their data is described well enough for agents to use reliably. That is a real problem, and Teradata is credibly placed to solve it.

The board has been moving too. In February 2026, Teradata entered a cooperation agreement with Lynrock Lake, expanding from nine directors to 10 and seating former Qualys and Outreach CFO Melissa Fisher. Two incumbents agreed not to stand for re-election, one after this year's annual meeting and one after 2027. The company also agreed to work with the fund on an additional independent director.

Which brings the thing back to the framework. A patient coach, building on existing strengths, holding a company together through a long transformation, in front of a shareholder base that has started asking for a pacesetter. McMillan named that tension himself, without being asked.

Every CEO.com Podcast conversation closes with the same question: who gave the guest a chance? McMillan declined to name one person, then volunteered something better.

"I didn't want to be a CEO," he said. He had always assumed the divisional heads had the more interesting job, sitting where strategy meets operations. Other people saw the public company seat for him before he did and pushed him into it.

Teradata's renewals concentrate in the fourth quarter, which McMillan calls the company's biggest quarter for renewals and its strongest for selling. CFO John Ederer told analysts the majority of this year's growth arrives then. That leaves about four months.

00:00:00 Steve's Journey From IBM to Teradata CEO
00:04:05 Why Teradata's Cloud and Data Opportunity Excited Him
00:06:51 AI's Three Horizons for Business Transformation
00:10:30 Ethical AI and Trusted Data Governance
00:15:07 Books and Leadership Lessons From Musk and Jobs
00:17:42 Three Leadership Styles That Shape Culture
00:20:05 Prioritizing Time as a CEO
00:23:41 Defining Self-Leadership and Daily Habits
00:26:21 Building and Evolving Company Culture
00:30:18 Leading Through Macroeconomic Uncertainty
00:33:14 A Formative Early Leadership Failure at IBM
00:35:49 Who Gave Steve His Big Chance

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I<00:03:47.424> think<00:03:47.586> that<00:03:47.748> shows<00:03:48.135> that<00:03:48.216> you're<00:03:48.313> stretching<00:03:48.798> yourself.

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And<00:03:50.955> so<00:03:51.070> I<00:03:51.153> think,<00:03:51.400> you<00:03:52.143> know,<00:03:52.374> lots<00:03:52.654> of<00:03:52.803> good<00:03:52.951> experiences,<00:03:54.430> they<00:03:54.462> kind<00:03:54.688> of<00:03:54.867> built<00:03:55.336> up<00:03:56.080> to<00:03:56.242> taking<00:03:56.728> the<00:03:57.035> role<00:03:57.602> at<00:03:58.265> Teradata<00:03:59.139> and<00:03:59.722> taking<00:04:00.046> the<00:04:00.127> public<00:04:01.001> company<00:04:01.357> CEO<00:04:01.907> role.

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That's<00:04:05.053> incredible.

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And<00:04:05.932> what,<00:04:06.192> what<00:04:07.828> What<00:04:08.218> about<00:04:08.558> Teradata<00:04:09.192> interested<00:04:09.679> you<00:04:10.978> in<00:04:11.156> joining<00:04:11.627> the<00:04:11.724> company<00:04:12.439> and<00:04:12.861> being<00:04:13.104> the<00:04:13.186> CEO?

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Yeah,<00:04:15.390> I<00:04:15.422> think,<00:04:15.664> you<00:04:15.905> know,<00:04:16.451> it's<00:04:16.692> a<00:04:16.869> really<00:04:17.191> interesting<00:04:17.818> time<00:04:18.075> in<00:04:18.155> the<00:04:18.316> IT<00:04:18.718> industry.

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If<00:04:20.229> you<00:04:20.310> think<00:04:20.502> about<00:04:20.711> the<00:04:20.872> 2000s<00:04:22.078> as<00:04:22.255> being<00:04:22.496> the<00:04:22.576> kind<00:04:22.753> of<00:04:22.898> decade<00:04:23.461> of<00:04:23.670> cloud,<00:04:24.585> where<00:04:24.810> cloud<00:04:25.067> computing<00:04:25.614> started<00:04:26.015> to<00:04:26.192> accelerate<00:04:28.024> from<00:04:28.361> an<00:04:28.522> IT<00:04:28.988> perspective,<00:04:29.566> and<00:04:29.711> organizations<00:04:30.450> were<00:04:30.611> looking<00:04:30.852> at<00:04:30.932> the<00:04:31.077> cloud<00:04:31.414> in<00:04:31.478> terms<00:04:31.800> of,<00:04:32.298> now,<00:04:32.443> how<00:04:32.539> do<00:04:32.700> we<00:04:32.780> improve<00:04:33.150> our<00:04:33.337> agility?

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How<00:04:35.243> do<00:04:35.387> we<00:04:35.548> improve<00:04:37.006> the<00:04:37.102> services<00:04:37.743> that<00:04:37.951> we<00:04:38.127> provide<00:04:39.169> to<00:04:39.329> organizations?

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So,<00:04:40.851> Brian,<00:04:41.076> I<00:04:41.156> was<00:04:41.268> talking<00:04:41.556> to<00:04:41.636> one<00:04:41.749> of<00:04:41.813> the<00:04:41.957> biggest<00:04:42.277> banks<00:04:43.495> in<00:04:43.639> the<00:04:43.735> world<00:04:44.200> a<00:04:44.617> month<00:04:44.873> or<00:04:44.937> so<00:04:45.242> ago,<00:04:46.219> and<00:04:46.299> they<00:04:46.540> basically<00:04:46.940> said<00:04:47.341> that<00:04:48.623> their<00:04:48.799> strategy<00:04:49.504> to<00:04:49.664> move<00:04:49.904> towards<00:04:50.305> becoming<00:04:50.786> cloud-first<00:04:52.148> was<00:04:52.292> essentially<00:04:52.949> based<00:04:53.253> on<00:04:53.349> the<00:04:53.430> fact<00:04:53.814> that<00:04:54.391> for<00:04:54.551> them<00:04:54.792> to<00:04:55.032> be<00:04:55.192> a<00:04:55.352> bank<00:04:55.689> of<00:04:55.849> the<00:04:55.977> future,<00:04:57.580> they<00:04:57.836> recognized<00:04:58.557> that<00:04:58.717> they<00:04:58.877> had<00:04:59.118> to<00:04:59.278> take<00:04:59.534> advantage<00:05:00.223> of<00:05:00.704> all<00:05:00.880> of<00:05:01.041> the<00:05:01.650> native<00:05:02.019> services<00:05:03.206> that<00:05:04.073> organizations<00:05:04.875> like<00:05:05.116> Amazon<00:05:05.774> and<00:05:05.934> Microsoft<00:05:06.801> and<00:05:06.897> Google<00:05:07.282> are<00:05:07.379> developing<00:05:09.064> because<00:05:10.187> that<00:05:10.652> enables<00:05:11.150> them<00:05:11.390> to<00:05:12.016> maintain<00:05:12.498> their<00:05:12.658> competitive<00:05:13.300> edge<00:05:14.199> because<00:05:14.761> they<00:05:14.921> can't<00:05:15.226> compete<00:05:15.563> with<00:05:15.723> the<00:05:15.804> level<00:05:16.141> of<00:05:16.269> investments<00:05:17.152> that<00:05:17.248> some<00:05:17.505> of<00:05:17.569> these<00:05:17.826> super<00:05:18.355> large<00:05:18.772> technology<00:05:19.479> companies<00:05:19.976> are<00:05:20.056> putting<00:05:20.361> into<00:05:20.602> the<00:05:20.682> marketplace<00:05:21.340> just<00:05:21.661> now.

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And<00:05:23.089> from<00:05:23.202> a<00:05:23.266> Teradata<00:05:23.811> perspective,<00:05:24.373> you<00:05:24.469> know,<00:05:25.095> I<00:05:25.336> saw<00:05:25.577> the<00:05:25.673> company<00:05:26.090> as<00:05:26.219> having<00:05:26.411> a<00:05:26.556> real<00:05:26.877> opportunity<00:05:27.679> to<00:05:27.984> pivot<00:05:28.722> towards<00:05:29.188> having<00:05:29.429> that<00:05:29.686> cloud<00:05:30.087> focus<00:05:31.195> and<00:05:31.773> to<00:05:32.720> enable<00:05:33.154> the<00:05:33.379> organization<00:05:34.342> to<00:05:34.438> deliver<00:05:34.904> services<00:05:36.269> inside<00:05:36.831> that,<00:05:37.232> those<00:05:37.409> CSP<00:05:38.099> organizations<00:05:40.203> that<00:05:40.444> enabled<00:05:40.861> our<00:05:41.005> customers<00:05:41.567> to<00:05:41.712> get<00:05:41.889> to<00:05:42.033> the<00:05:42.065> next<00:05:42.515> level<00:05:42.836> of<00:05:42.932> innovation.

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And<00:05:44.377> I<00:05:44.522> saw<00:05:44.859> Teradata<00:05:45.405> as<00:05:45.582> a<00:05:45.726> really<00:05:46.063> interesting<00:05:46.866> amalgamation<00:05:48.054> and<00:05:48.295> potential<00:05:48.793> amalgamation<00:05:49.660> of<00:05:49.837> cloud<00:05:50.158> technology.

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You<00:05:52.309> could<00:05:52.470> say<00:05:53.048> that<00:05:53.530> the<00:05:54.316> 2010s<00:05:56.016> were<00:05:56.160> the<00:05:56.320> decade<00:05:56.802> of<00:05:56.978> data.

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So<00:05:59.303> amalgamating<00:06:00.169> in<00:06:00.329> a<00:06:00.586> focus<00:06:00.971> on<00:06:01.147> data<00:06:02.109> and<00:06:02.189> then<00:06:02.414> amalgamating<00:06:03.136> in<00:06:03.552> what<00:06:03.697> I<00:06:03.857> think<00:06:04.050> is<00:06:04.194> manifesting<00:06:04.996> for,<00:06:05.781> you<00:06:05.862> know,<00:06:05.958> the<00:06:06.182> decade<00:06:06.744> of<00:06:07.305> analytics<00:06:07.882> and<00:06:08.107> AI,<00:06:08.748> which<00:06:08.924> is<00:06:09.004> gonna<00:06:09.165> be<00:06:09.309> the<00:06:09.405> 2020s.

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So<00:06:11.330> Teradata<00:06:11.955> was<00:06:12.356> for<00:06:12.500> me<00:06:12.997> one<00:06:13.158> of<00:06:13.655> the<00:06:13.959> most<00:06:14.296> exciting<00:06:15.098> intersections<00:06:16.365> of,<00:06:16.990> you<00:06:17.680> know,<00:06:18.129> different<00:06:18.465> technologies<00:06:19.588> and<00:06:19.668> a<00:06:19.732> company<00:06:20.309> that<00:06:20.550> really<00:06:22.298> was<00:06:22.699> on<00:06:22.811> the<00:06:22.956> verge<00:06:23.501> of<00:06:24.223> transformation.

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Yeah,<00:06:26.067> that<00:06:26.228> had<00:06:26.324> a<00:06:26.484> real<00:06:26.869> opportunity<00:06:27.511> for<00:06:27.671> transformation.

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And<00:06:29.355> I<00:06:29.451> think,<00:06:29.997> you<00:06:30.029> know,<00:06:30.173> as<00:06:30.317> I<00:06:30.478> think<00:06:30.638> about<00:06:30.815> myself<00:06:31.601> and<00:06:31.761> recognizing<00:06:32.659> what<00:06:33.365> really<00:06:33.637> motivates<00:06:34.343> me,<00:06:34.680> it's<00:06:35.386> working<00:06:35.771> with<00:06:35.947> people<00:06:36.332> to<00:06:36.428> solve<00:06:36.829> really<00:06:37.070> difficult<00:06:37.535> problems.

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And<00:06:39.957> the<00:06:40.101> challenge<00:06:40.759> that<00:06:40.919> we<00:06:41.079> had<00:06:41.416> in<00:06:41.545> Teradata<00:06:42.026> in<00:06:42.122> terms<00:06:42.379> of<00:06:42.507> transforming<00:06:43.229> that<00:06:43.485> entire,<00:06:44.207> the<00:06:44.367> entire<00:06:44.768> company<00:06:45.634> was<00:06:45.731> something<00:06:46.035> that<00:06:46.196> really<00:06:46.388> motivated<00:06:47.014> me,<00:06:47.190> something<00:06:47.575> that<00:06:47.800> attracted<00:06:48.217> me<00:06:48.457> to<00:06:49.019> taking<00:06:49.339> on<00:06:49.420> that<00:06:49.644> position.

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So<00:06:51.489> how<00:06:51.665> are<00:06:51.890> you<00:06:52.066> in<00:06:52.227> Teradata<00:06:52.628> thinking<00:06:52.932> about<00:06:53.173> the<00:06:53.334> rise<00:06:53.670> of<00:06:53.751> artificial<00:06:54.312> intelligence<00:06:55.820> and<00:06:55.916> how<00:06:56.012> do<00:06:56.060> you<00:06:56.173> think<00:06:56.413> about<00:06:56.638> like<00:06:56.862> the<00:06:56.959> opportunities<00:06:57.504> that<00:06:57.616> exist<00:06:58.066> in<00:06:58.162> there,<00:06:58.467> which<00:06:58.627> you<00:06:58.803> kind<00:06:59.060> of<00:06:59.204> touched<00:06:59.509> on<00:06:59.589> a<00:06:59.605> little<00:06:59.766> bit<00:06:59.926> there,<00:07:01.033> and<00:07:01.129> maybe<00:07:01.370> some<00:07:01.546> of<00:07:01.611> the<00:07:01.755> downsides<00:07:02.397> that<00:07:02.557> exist<00:07:03.375> with<00:07:03.616> AI<00:07:04.081> and<00:07:04.177> that<00:07:04.338> conversation<00:07:04.963> that's<00:07:05.124> been<00:07:05.204> happening?

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Yeah,<00:07:07.080> it's<00:07:07.225> a<00:07:07.385> really<00:07:07.690> exciting<00:07:08.107> time,<00:07:08.348> I<00:07:08.428> think,<00:07:08.669> for<00:07:09.070> business<00:07:09.471> and<00:07:09.631> technology.

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And<00:07:10.353> AI<00:07:10.770> is<00:07:10.994> again,<00:07:12.021> plays<00:07:12.198> to<00:07:12.294> my<00:07:12.502> passion,<00:07:12.903> right?

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That<00:07:13.401> intersection<00:07:14.122> of<00:07:14.283> business<00:07:14.668> and<00:07:14.748> technology<00:07:15.261> and<00:07:15.390> how<00:07:15.550> you<00:07:15.630> can<00:07:16.529> make<00:07:16.753> it<00:07:16.833> manifest<00:07:18.133> If<00:07:18.213> you<00:07:18.293> think<00:07:18.598> about,<00:07:19.817> you<00:07:19.897> know,<00:07:20.026> if<00:07:20.122> you<00:07:20.218> asked<00:07:20.443> any<00:07:20.555> CIO,<00:07:22.384> Chief<00:07:22.625> Information<00:07:23.170> Officer,<00:07:24.213> what<00:07:24.374> their<00:07:24.550> investment<00:07:25.112> priorities<00:07:25.737> are,<00:07:26.379> they<00:07:26.443> tend<00:07:26.636> to<00:07:27.037> talk<00:07:27.277> about<00:07:27.502> 3<00:07:27.743> things.

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Everybody's<00:07:29.026> interested<00:07:29.459> in<00:07:29.524> cybersecurity.

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That's<00:07:31.064> number<00:07:31.353> 1.

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Cloud<00:07:33.230> used<00:07:33.374> to<00:07:33.454> be<00:07:33.855> number<00:07:34.160> 2,<00:07:34.657> but<00:07:34.834> now<00:07:35.203> everybody's<00:07:35.620> talking<00:07:35.925> about<00:07:36.486> analytics<00:07:37.048> and<00:07:37.128> AI<00:07:37.706> investment<00:07:38.412> as<00:07:38.508> being<00:07:38.733> the<00:07:38.765> second<00:07:39.230> priority<00:07:39.695> for<00:07:39.791> investment.

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And<00:07:40.914> then<00:07:41.075> the<00:07:41.171> third<00:07:41.540> area<00:07:42.118> is<00:07:42.262> investment<00:07:42.759> in<00:07:42.840> the<00:07:42.920> cloud.

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And,<00:07:44.507> you<00:07:44.539> know,<00:07:44.763> everybody's<00:07:45.228> talking<00:07:45.500> about<00:07:45.805> the<00:07:45.885> impact<00:07:46.365> of<00:07:46.526> AI,<00:07:47.086> both<00:07:48.544> socially,<00:07:49.554> economically,<00:07:50.772> but<00:07:50.916> also<00:07:51.396> for<00:07:52.294> business<00:07:52.694> impact.

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And<00:07:53.976> the<00:07:54.056> way<00:07:54.280> that<00:07:54.377> we<00:07:54.617> look<00:07:54.841> at<00:07:54.937> it<00:07:55.017> in<00:07:55.098> Teradata<00:07:55.562> in<00:07:55.722> terms<00:07:55.963> of<00:07:56.059> helping<00:07:56.363> our<00:07:56.459> customers<00:07:57.084> is,<00:07:57.260> you<00:07:57.581> know,<00:07:58.126> you<00:07:58.302> can<00:07:58.526> think<00:07:58.686> about<00:07:58.927> it<00:07:59.023> in<00:07:59.103> a<00:07:59.183> couple<00:07:59.488> of<00:07:59.648> horizons.

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You<00:08:00.946> can<00:08:01.106> think<00:08:01.282> about,<00:08:01.586> you<00:08:01.667> know,<00:08:01.811> how<00:08:02.067> do<00:08:02.211> you<00:08:02.452> utilize<00:08:03.253> AI<00:08:03.990> internally<00:08:05.031> inside<00:08:05.496> your<00:08:05.656> organization<00:08:07.274> to<00:08:08.396> improve<00:08:08.861> how<00:08:09.021> you<00:08:09.181> operate,<00:08:09.758> improve<00:08:10.174> effectiveness,<00:08:11.104> or<00:08:11.200> improve<00:08:11.600> efficiency?

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The<00:08:13.220> next<00:08:13.526> horizon<00:08:14.088> is<00:08:14.409> how<00:08:14.827> do<00:08:14.971> you<00:08:15.276> utilize<00:08:16.320> AI<00:08:17.284> to<00:08:17.782> improve<00:08:18.183> the<00:08:18.344> products<00:08:18.906> and<00:08:18.987> the<00:08:19.083> services<00:08:19.870> that<00:08:20.031> you<00:08:20.336> offer<00:08:20.657> to<00:08:20.753> the<00:08:20.834> market<00:08:21.380> today?

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And<00:08:23.163> it<00:08:23.243> may<00:08:23.484> be<00:08:23.709> a<00:08:23.950> customer<00:08:24.303> experience<00:08:25.010> example.

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Yeah,<00:08:26.198> it<00:08:26.295> might<00:08:26.600> be<00:08:27.419> an<00:08:27.483> example<00:08:27.981> around<00:08:28.688> embedding<00:08:29.828> AI<00:08:30.230> technologies<00:08:31.274> into<00:08:31.675> the<00:08:31.755> services<00:08:32.542> that<00:08:32.639> you<00:08:32.799> offer.

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If<00:08:33.763> you're<00:08:33.988> a<00:08:34.084> bank<00:08:34.711> utilizing<00:08:35.514> AI<00:08:36.012> to<00:08:36.975> suggest<00:08:37.602> what<00:08:37.923> the<00:08:38.965> additional<00:08:39.398> services<00:08:40.184> that<00:08:40.328> a<00:08:40.344> customer<00:08:41.081> might<00:08:41.370> want<00:08:41.610> to<00:08:42.027> be<00:08:42.332> interested<00:08:42.973> in,<00:08:43.614> or<00:08:44.031> how<00:08:44.191> to<00:08:44.351> reduce<00:08:44.816> fraud<00:08:45.538> for<00:08:46.339> your<00:08:46.499> customer<00:08:46.900> set.

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But<00:08:48.183> I<00:08:48.263> think<00:08:48.664> the<00:08:48.984> third<00:08:49.337> and<00:08:49.866> really<00:08:50.347> interesting<00:08:52.591> horizon<00:08:53.232> from<00:08:53.408> an<00:08:53.553> AI<00:08:53.889> perspective<00:08:55.092> is<00:08:55.236> actually<00:08:55.556> how<00:08:55.733> do<00:08:55.813> you<00:08:55.909> see<00:08:56.518> AI<00:08:56.919> transforming<00:08:57.817> your<00:08:58.041> industry?

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And<00:08:59.821> you<00:08:59.885> know,<00:09:00.045> we<00:09:00.125> saw<00:09:00.879> how<00:09:01.103> technology<00:09:01.985> can<00:09:02.209> transform<00:09:02.786> industries<00:09:03.331> in<00:09:03.411> the<00:09:03.507> past,<00:09:03.828> and<00:09:03.892> I<00:09:03.972> think<00:09:04.068> there's<00:09:04.229> a<00:09:04.309> lot<00:09:04.533> of<00:09:04.870> lessons<00:09:05.271> to<00:09:05.431> be<00:09:05.575> learned<00:09:05.832> there.

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If<00:09:06.537> you<00:09:06.633> look<00:09:06.794> about<00:09:07.258> at<00:09:07.435> how<00:09:07.820> Amazon<00:09:08.381> has<00:09:08.557> transformed<00:09:09.278> a<00:09:09.294> number<00:09:09.599> of<00:09:09.679> different<00:09:10.064> industries<00:09:10.450> industries.

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If<00:09:11.124> you<00:09:11.269> look<00:09:11.445> at<00:09:11.526> how<00:09:11.911> Apple<00:09:12.313> has<00:09:12.489> transformed<00:09:13.196> a<00:09:13.212> number<00:09:13.533> of<00:09:13.613> different<00:09:13.919> industries,<00:09:15.123> I<00:09:15.219> think<00:09:16.247> all<00:09:16.424> companies<00:09:16.970> today,<00:09:17.388> by<00:09:17.629> embracing<00:09:18.432> these<00:09:19.235> technologies,<00:09:20.102> this<00:09:20.423> artificial<00:09:20.905> intelligence<00:09:22.366> capabilities<00:09:23.153> that<00:09:23.218> are<00:09:23.314> in<00:09:23.475> the<00:09:23.555> marketplace,<00:09:24.775> they<00:09:24.920> have<00:09:25.081> the<00:09:25.241> opportunity<00:09:26.044> to<00:09:27.168> execute<00:09:27.570> against<00:09:28.132> all<00:09:28.389> of<00:09:28.550> those<00:09:29.015> three<00:09:29.337> horizons<00:09:30.621> in<00:09:30.718> terms<00:09:31.039> of<00:09:31.184> making<00:09:31.505> their<00:09:31.681> company<00:09:32.163> better,<00:09:32.870> making<00:09:33.127> their<00:09:33.271> products<00:09:33.673> and<00:09:33.753> services<00:09:34.331> better,<00:09:34.974> and<00:09:35.134> really<00:09:35.375> transforming<00:09:36.178> their<00:09:36.323> industry.

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But<00:09:37.929> as<00:09:38.090> we<00:09:38.267> look<00:09:38.492> at<00:09:38.604> it<00:09:38.733> from<00:09:38.893> Teradata,<00:09:40.114> we<00:09:40.275> wanna<00:09:40.452> make<00:09:40.596> sure<00:09:40.901> that<00:09:41.062> we<00:09:41.159> can<00:09:41.303> do<00:09:41.480> that<00:09:41.962> and<00:09:42.123> change<00:09:42.444> the<00:09:42.588> world<00:09:42.845> for<00:09:43.070> the<00:09:43.167> better.

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And<00:09:44.275> to<00:09:44.532> think<00:09:44.790> about<00:09:45.014> that,<00:09:45.320> we<00:09:45.416> think<00:09:45.641> about<00:09:46.043> how<00:09:46.219> to<00:09:46.364> make<00:09:46.460> sure<00:09:46.846> that<00:09:46.942> we<00:09:47.103> have<00:09:47.971> ethical<00:09:48.533> AI<00:09:48.806> solutions,<00:09:50.156> that<00:09:50.316> we<00:09:50.461> have<00:09:50.654> sustainable<00:09:51.425> AI<00:09:51.778> solutions,<00:09:53.032> that<00:09:53.192> the,<00:09:53.690> the<00:09:53.931> solutions<00:09:54.413> that<00:09:54.494> we're<00:09:54.654> putting<00:09:54.895> forward<00:09:55.377> are<00:09:55.474> incredibly<00:09:56.646> effective<00:09:57.610> and<00:09:57.723> efficient.

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Because<00:09:59.554> some<00:09:59.731> of<00:09:59.811> this<00:10:00.261> AI<00:10:00.663> technology<00:10:01.322> can<00:10:01.482> utilize<00:10:01.980> a<00:10:02.045> lot<00:10:02.221> of<00:10:02.286> compute.

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It's<00:10:02.928> not<00:10:03.250> that<00:10:04.117> carbon<00:10:04.856> friendly,<00:10:05.402> if<00:10:05.499> you<00:10:05.579> like.

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So<00:10:06.527> these<00:10:06.719> are<00:10:06.800> some<00:10:06.928> of<00:10:07.008> the<00:10:07.121> things<00:10:07.490> that<00:10:07.908> inside<00:10:08.470> Teradata,<00:10:09.016> we're<00:10:09.177> helping<00:10:09.450> our<00:10:09.578> customers<00:10:11.201> overcome.

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That<00:10:12.952> is<00:10:13.273> really<00:10:13.690> pivotal<00:10:14.172> changes,<00:10:15.216> embracing<00:10:17.064> multi-cloud,<00:10:17.963> embracing<00:10:18.590> data<00:10:18.814> and<00:10:19.055> analytics<00:10:20.100> with<00:10:20.260> the<00:10:20.357> best<00:10:20.678> possible<00:10:21.079> governance<00:10:22.027> to<00:10:22.123> ensure<00:10:22.525> that<00:10:23.633> organizations<00:10:24.677> can<00:10:24.854> trust<00:10:25.898> the<00:10:26.284> outcomes<00:10:26.926> that<00:10:27.103> these<00:10:27.263> systems<00:10:28.131> are<00:10:28.372> putting<00:10:28.709> forward.

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And<00:10:30.555> that<00:10:31.502> ethical<00:10:32.946> AI<00:10:33.909> and<00:10:34.069> trusted<00:10:34.550> AI<00:10:35.048> based<00:10:35.449> on<00:10:36.556> data<00:10:36.957> that<00:10:37.054> we<00:10:37.198> call,<00:10:37.455> we<00:10:37.599> call<00:10:37.760> it<00:10:37.840> harmonized<00:10:38.337> data.

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It's<00:10:38.803> how<00:10:38.963> you<00:10:39.541> rein<00:10:39.846> in<00:10:39.942> all<00:10:40.102> of<00:10:40.263> the<00:10:40.327> data<00:10:40.664> inside<00:10:41.049> an<00:10:41.129> organization,<00:10:42.589> reduce<00:10:43.055> data<00:10:43.311> sprawl<00:10:44.178> to<00:10:44.274> give<00:10:44.435> the<00:10:44.595> best<00:10:44.916> possible<00:10:45.317> outcomes.

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But<00:10:47.098> do<00:10:47.259> that<00:10:47.483> in<00:10:47.628> a<00:10:47.708> way<00:10:47.901> so<00:10:48.125> that<00:10:48.446> you<00:10:48.591> can<00:10:48.687> trace<00:10:49.088> that<00:10:49.329> data<00:10:49.650> back.

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So<00:10:50.211> you<00:10:50.291> know<00:10:51.158> where<00:10:51.334> that<00:10:51.639> AI<00:10:51.976> solution<00:10:52.939> developed<00:10:53.484> that<00:10:53.886> answer<00:10:54.223> from.

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And<00:10:55.570> I<00:10:55.667> think<00:10:56.212> as<00:10:56.694> AI<00:10:57.031> develops,<00:10:57.913> it's<00:10:58.138> going<00:10:58.234> to<00:10:58.314> be<00:10:58.475> interesting<00:10:59.020> from<00:10:59.181> a<00:10:59.261> regulatory<00:10:59.919> perspective<00:11:01.122> I<00:11:01.186> think<00:11:01.347> it's<00:11:01.668> going<00:11:01.764> to<00:11:01.844> become<00:11:02.165> more<00:11:02.406> and<00:11:02.550> more<00:11:02.726> regulated<00:11:03.352> so<00:11:03.609> that<00:11:04.315> at<00:11:04.395> a<00:11:04.491> very<00:11:04.732> minimum,<00:11:05.438> organizations<00:11:06.336> need<00:11:06.416> to<00:11:06.657> publish,<00:11:07.299> you<00:11:07.555> know,<00:11:07.700> what<00:11:07.860> the<00:11:07.940> source<00:11:08.823> was<00:11:09.224> for<00:11:09.368> a<00:11:09.448> particular<00:11:09.962> recommendation.

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But<00:11:11.470> in<00:11:11.614> highly<00:11:12.031> regulated<00:11:12.737> industries,<00:11:13.234> they'll<00:11:13.395> also<00:11:13.732> need<00:11:13.876> to<00:11:14.021> be<00:11:14.181> able<00:11:14.277> to<00:11:14.341> track<00:11:14.678> back<00:11:15.400> what's<00:11:15.641> the<00:11:15.865> logic<00:11:16.507> that<00:11:16.764> got<00:11:17.004> to<00:11:17.101> that<00:11:17.470> point<00:11:18.127> and<00:11:18.272> what<00:11:18.529> data<00:11:18.849> was<00:11:19.010> used<00:11:19.331> to<00:11:19.475> get<00:11:19.635> to<00:11:19.716> that<00:11:20.037> point.

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And<00:11:20.935> that's<00:11:21.160> something<00:11:21.480> that<00:11:21.577> my<00:11:21.801> company<00:11:22.218> Teradata<00:11:22.716> specializes<00:11:23.726> in<00:11:23.967> today<00:11:24.384> in<00:11:24.545> terms<00:11:24.849> of<00:11:24.946> data<00:11:25.186> management<00:11:25.748> and<00:11:25.892> data<00:11:26.149> governance.

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And<00:11:27.337> helping<00:11:27.740> companies<00:11:28.224> today<00:11:28.967> embrace<00:11:29.531> these<00:11:29.773> technologies<00:11:30.725> to<00:11:31.129> increase<00:11:31.629> their<00:11:31.790> innovation<00:11:32.839> and<00:11:32.920> agility.

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And<00:11:34.517> one<00:11:34.678> of<00:11:34.710> my<00:11:34.936> real<00:11:35.098> passions<00:11:35.501> is<00:11:35.727> actually<00:11:36.050> talking<00:11:36.372> to<00:11:36.453> some<00:11:36.647> of<00:11:36.695> the<00:11:36.760> biggest<00:11:37.034> companies<00:11:37.520> in<00:11:37.584> the<00:11:37.665> world<00:11:38.555> about<00:11:38.895> how<00:11:39.121> we<00:11:39.283> can<00:11:39.445> help<00:11:39.703> them<00:11:39.930> with<00:11:40.027> that<00:11:40.350> innovation<00:11:40.917> path.

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Yeah,<00:11:43.091> it<00:11:43.156> sounds<00:11:43.397> like<00:11:43.558> you've<00:11:43.719> been<00:11:43.960> thinking<00:11:44.153> about<00:11:44.347> this<00:11:44.524> for<00:11:44.685> a<00:11:44.749> while,<00:11:45.168> whereas<00:11:45.715> where<00:11:45.827> some<00:11:46.117> companies<00:11:46.471> may<00:11:46.616> be<00:11:47.035> scrambling<00:11:47.662> to<00:11:47.743> catch<00:11:48.049> up<00:11:48.306> with<00:11:48.467> the<00:11:48.548> whole<00:11:48.854> AI<00:11:49.336> revolution,<00:11:50.012> if<00:11:50.141> you<00:11:50.222> will.

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What<00:11:52.593> had<00:11:52.918> you<00:11:53.324> thinking<00:11:53.713> about<00:11:54.038> this<00:11:54.217> so<00:11:54.720> early<00:11:55.996> And<00:11:56.156> how<00:11:56.397> have<00:11:56.557> you<00:11:56.813> reoriented<00:11:57.614> your<00:11:57.775> company,<00:11:58.175> if<00:11:58.335> at<00:11:58.399> all,<00:11:58.960> as<00:11:59.217> this<00:11:59.441> has<00:11:59.537> kind<00:11:59.761> of<00:11:59.858> really<00:12:00.098> become<00:12:00.514> such<00:12:01.380> an<00:12:01.460> important<00:12:01.780> technology,<00:12:03.062> an<00:12:03.142> important<00:12:03.527> topic<00:12:03.799> of<00:12:03.863> discussion<00:12:04.344> in<00:12:04.424> business?

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And<00:12:04.889> it<00:12:04.985> feels<00:12:05.209> like<00:12:05.466> everybody's<00:12:05.866> saying,<00:12:06.026> just<00:12:06.187> like<00:12:06.347> in<00:12:06.427> the<00:12:06.587> internet,<00:12:06.908> like<00:12:07.052> where<00:12:07.308> back<00:12:07.549> in<00:12:07.613> the<00:12:07.709> day<00:12:07.869> you<00:12:07.933> had<00:12:08.045> to<00:12:08.093> have<00:12:08.270> a<00:12:08.350> website,<00:12:08.830> right?

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If<00:12:09.792> you<00:12:09.824> don't<00:12:10.080> have<00:12:10.208> a,<00:12:10.256> like,<00:12:10.753> which<00:12:10.913> is<00:12:11.298> obvious<00:12:11.698> now,<00:12:12.035> but<00:12:12.147> like<00:12:12.339> when<00:12:12.516> we're<00:12:12.580> at<00:12:12.660> the<00:12:12.756> beginning<00:12:12.996> of<00:12:13.076> the,<00:12:13.317> now<00:12:13.621> it<00:12:13.701> seems<00:12:13.942> like<00:12:14.102> you're<00:12:14.198> gonna<00:12:14.422> have<00:12:14.518> to<00:12:14.599> have<00:12:15.544> an<00:12:15.784> AI<00:12:16.201> strategy<00:12:16.986> at<00:12:17.066> the<00:12:17.162> very<00:12:17.467> least<00:12:18.508> and<00:12:18.588> some<00:12:19.149> sort<00:12:19.710> of<00:12:19.950> AI<00:12:20.511> capabilities<00:12:21.168> moving<00:12:21.488> forward.

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So<00:12:22.049> how<00:12:22.209> did<00:12:22.370> you<00:12:22.514> think<00:12:22.706> about<00:12:23.011> that?

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At<00:12:24.429> Teradata?

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Yeah,<00:12:26.194> I<00:12:26.291> think,<00:12:27.004> you<00:12:27.085> know,<00:12:27.182> all<00:12:27.344> the<00:12:27.570> technology<00:12:28.218> geeks<00:12:28.477> in<00:12:28.542> the<00:12:28.623> world<00:12:28.882> would<00:12:29.044> point<00:12:29.448> to,<00:12:29.918> you<00:12:29.950> know,<00:12:30.161> artificial<00:12:30.727> intelligence<00:12:31.877> has<00:12:32.524> been<00:12:32.670> around<00:12:32.929> for<00:12:33.091> a<00:12:33.188> long<00:12:33.335> time.

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Yeah,<00:12:34.054> I<00:12:34.152> think<00:12:34.315> the<00:12:34.462> first<00:12:34.723> chatbot<00:12:35.376> was<00:12:35.540> invented<00:12:36.029> at<00:12:36.176> MIT<00:12:36.764> in<00:12:36.846> the<00:12:36.944> '60s.

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And,<00:12:39.819> you<00:12:39.851> know,<00:12:40.061> Alan<00:12:40.319> Turing<00:12:41.271> published<00:12:41.690> the<00:12:41.852> first<00:12:42.400> academic<00:12:43.142> paper<00:12:43.545> in<00:12:43.626> the<00:12:43.723> 1950s<00:12:44.675> around<00:12:45.223> AI.

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And<00:12:46.836> so<00:12:46.998> I<00:12:47.095> think,<00:12:47.885> you<00:12:47.917> know,<00:12:48.046> it's<00:12:48.208> always<00:12:48.546> been<00:12:48.643> a<00:12:48.772> quest<00:12:50.283> for<00:12:50.443> computer<00:12:50.844> scientists.

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And<00:12:51.485> it<00:12:51.549> was<00:12:51.646> a<00:12:51.790> quest<00:12:51.966> for<00:12:52.127> me<00:12:52.303> as<00:12:53.233> a<00:12:53.409> young<00:12:53.649> programmer<00:12:54.611> to<00:12:54.932> get<00:12:55.092> your<00:12:55.252> computer<00:12:55.797> to<00:12:55.878> be<00:12:55.990> more<00:12:56.278> responsive,<00:12:56.936> to<00:12:57.032> be<00:12:57.176> more<00:12:57.416> natural<00:12:57.913> in<00:12:58.058> terms<00:12:58.442> of<00:12:59.484> how<00:12:59.645> you<00:12:59.885> interact<00:13:00.542> with<00:13:00.767> that<00:13:01.424> piece<00:13:01.600> of<00:13:01.664> technology.

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But<00:13:03.011> I<00:13:03.027> think<00:13:03.267> now<00:13:03.508> we're<00:13:03.732> seeing<00:13:03.893> that<00:13:04.069> real<00:13:04.293> acceleration.

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If<00:13:05.255> you<00:13:05.432> look<00:13:05.672> back<00:13:06.009> and<00:13:06.153> think,<00:13:06.938> I<00:13:07.035> think<00:13:08.141> ChatGPT<00:13:09.118> was<00:13:09.343> launched<00:13:09.824> in<00:13:10.385> November<00:13:11.026> of<00:13:11.267> last<00:13:11.747> year.

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So<00:13:12.084> we've<00:13:12.228> had<00:13:12.405> 12<00:13:12.821> months<00:13:13.142> of<00:13:13.511> rapid<00:13:13.863> acceleration<00:13:14.649> in<00:13:14.793> the<00:13:14.889> talk<00:13:15.290> and<00:13:15.370> excitement<00:13:16.332> and<00:13:16.412> the<00:13:16.573> buzz<00:13:16.893> around<00:13:17.214> this<00:13:17.374> technology<00:13:18.015> has<00:13:18.240> really<00:13:18.496> come<00:13:18.672> to<00:13:18.817> fruition<00:13:19.298> now.

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From<00:13:20.179> a<00:13:20.259> Teradata<00:13:20.804> perspective,<00:13:21.350> I<00:13:21.398> think<00:13:22.023> we<00:13:22.184> saw<00:13:22.505> the<00:13:22.665> benefits<00:13:23.227> and<00:13:23.387> the<00:13:23.789> importance<00:13:24.816> of<00:13:25.072> getting<00:13:25.377> the<00:13:25.409> most<00:13:25.859> out<00:13:26.019> of<00:13:26.115> your<00:13:26.276> data<00:13:27.078> with<00:13:27.319> complex<00:13:28.426> analytics<00:13:29.549> and<00:13:29.950> artificial<00:13:30.528> intelligence<00:13:31.555> capabilities<00:13:32.775> even<00:13:33.096> back<00:13:33.577> to<00:13:34.058> 2010.

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We<00:13:35.743> made<00:13:35.984> a<00:13:37.011> purchase<00:13:37.428> in<00:13:37.508> 2010<00:13:38.455> of<00:13:38.567> a<00:13:38.696> company<00:13:39.097> called<00:13:39.739> Aster<00:13:40.060> Technologies,<00:13:40.862> but<00:13:41.424> beyond,<00:13:42.082> far<00:13:42.386> before<00:13:42.964> my<00:13:43.205> tenure<00:13:43.670> inside<00:13:43.991> the<00:13:44.071> company.

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But<00:13:45.548> it<00:13:45.580> was<00:13:45.756> fairly<00:13:46.013> prescient,<00:13:46.575> but<00:13:46.735> it<00:13:46.880> wasn't,<00:13:47.297> it<00:13:47.361> was<00:13:47.457> kind<00:13:47.682> of<00:13:47.794> ignored<00:13:48.276> at<00:13:48.340> the<00:13:48.484> time.

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Yeah,<00:13:49.768> but<00:13:50.009> over<00:13:50.265> the<00:13:50.362> last<00:13:50.827> 3<00:13:51.132> years,<00:13:51.951> we've<00:13:52.159> actually<00:13:52.496> taken<00:13:52.897> those<00:13:53.074> capabilities<00:13:53.957> and<00:13:54.117> embedded<00:13:54.679> them<00:13:55.225> into<00:13:55.674> our<00:13:55.802> platform<00:13:57.006> in<00:13:57.102> a<00:13:57.231> truly<00:13:57.808> integrated<00:13:58.514> way<00:13:59.269> so<00:13:59.558> that<00:13:59.718> our<00:14:00.119> customers<00:14:00.777> can<00:14:01.018> utilize<00:14:02.366> capabilities<00:14:03.104> and<00:14:03.249> artificial<00:14:03.762> intelligence<00:14:04.469> capabilities<00:14:05.736> and<00:14:05.833> advanced<00:14:06.378> analytics<00:14:06.876> that<00:14:07.036> are<00:14:07.261> really<00:14:07.662> built<00:14:07.983> into<00:14:08.240> our<00:14:08.400> platform.

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And<00:14:09.749> then<00:14:10.005> we've<00:14:10.246> kind<00:14:10.471> of<00:14:10.567> extended<00:14:11.273> our<00:14:11.385> system<00:14:11.931> out,<00:14:12.188> our<00:14:12.332> solution<00:14:12.878> out<00:14:13.038> now,<00:14:13.151> so<00:14:13.440> you<00:14:13.536> can<00:14:14.178> integrate<00:14:14.884> in<00:14:15.462> services<00:14:16.168> like<00:14:16.504> OpenAI,<00:14:17.387> which<00:14:17.611> powers<00:14:18.028> ChatGPT,<00:14:20.018> into<00:14:20.499> the<00:14:20.531> solutions<00:14:21.173> that<00:14:21.301> our<00:14:21.397> customers<00:14:22.039> are<00:14:22.199> utilizing.

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So<00:14:23.563> it's<00:14:23.948> been<00:14:24.686> a<00:14:24.846> great<00:14:25.472> kind<00:14:25.632> of<00:14:25.793> intersection<00:14:26.546> in<00:14:26.691> terms<00:14:27.028> of<00:14:27.092> some<00:14:27.236> of<00:14:27.333> the<00:14:27.557> core<00:14:27.814> capabilities<00:14:28.632> of<00:14:28.856> Teradata.

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And<00:14:30.445> Teradata<00:14:30.846> is<00:14:30.942> a<00:14:31.006> 40-year-old<00:14:31.728> company.

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We're<00:14:33.011> currently<00:14:33.589> reinventing<00:14:34.295> ourselves<00:14:34.856> to<00:14:34.952> enable<00:14:35.738> our<00:14:35.979> customers<00:14:36.556> and<00:14:36.637> reinventing<00:14:37.262> our<00:14:37.423> technology<00:14:38.562> to<00:14:38.706> enable<00:14:39.043> our<00:14:39.203> customers<00:14:39.685> to<00:14:39.925> use<00:14:40.246> it<00:14:40.551> in<00:14:40.647> these<00:14:40.952> modern<00:14:41.369> environments.

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With<00:14:42.735> the<00:14:42.816> most<00:14:43.155> advanced<00:14:43.623> services<00:14:44.737> so<00:14:44.850> that<00:14:45.076> they<00:14:45.399> can,<00:14:45.948> our<00:14:46.126> customers<00:14:46.610> can<00:14:46.772> keep<00:14:47.079> ahead<00:14:47.579> of<00:14:47.741> their<00:14:47.967> competition<00:14:49.113> and<00:14:49.194> deliver<00:14:49.662> new<00:14:49.840> and<00:14:49.937> exciting<00:14:50.470> things<00:14:50.793> into<00:14:50.970> the<00:14:51.100> marketplace.

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So<00:14:52.726> I<00:14:52.806> think<00:14:52.919> it's<00:14:53.000> a<00:14:53.064> culmination<00:14:53.788> of<00:14:53.869> different<00:14:54.191> factors.

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We<00:14:56.043> were,<00:14:56.445> I<00:14:56.526> think,<00:14:56.767> very<00:14:57.154> well<00:14:57.331> placed<00:14:57.733> to<00:14:58.136> take<00:14:58.361> advantage<00:14:58.877> of,<00:14:59.102> you<00:14:59.424> know,<00:15:00.213> all<00:15:00.326> of<00:15:00.487> the<00:15:00.616> interest<00:15:01.121> and<00:15:01.202> the<00:15:01.349> catalyst<00:15:01.936> that<00:15:02.164> the<00:15:02.262> discussion<00:15:02.767> around<00:15:03.223> AI<00:15:03.647> is<00:15:03.793> having<00:15:04.054> in<00:15:04.135> the<00:15:04.233> marketplace<00:15:04.869> today.

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What<00:15:07.708> are<00:15:07.791> you<00:15:07.941> reading<00:15:08.292> these<00:15:08.526> days?

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Like<00:15:09.503> as<00:15:09.632> you<00:15:09.729> think<00:15:09.956> about<00:15:11.008> AI<00:15:11.494> or<00:15:11.672> just<00:15:11.915> in<00:15:12.061> general,<00:15:12.546> like<00:15:13.048> what<00:15:13.226> are<00:15:13.275> you<00:15:13.437> reading?

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What<00:15:13.922> reading<00:15:14.343> recommendations<00:15:15.056> would<00:15:15.169> you<00:15:15.298> have<00:15:15.703> for<00:15:15.881> the<00:15:16.043> CEO.com<00:15:16.836> community?

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I<00:15:19.368> actually<00:15:19.774> just<00:15:20.098> read<00:15:22.354> the<00:15:22.517> book<00:15:23.085> on<00:15:23.328> Elon<00:15:23.669> Musk.

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I<00:15:25.193> thought<00:15:25.322> that<00:15:25.467> was<00:15:25.644> a<00:15:25.789> real—<00:15:26.449> I<00:15:26.529> thought<00:15:26.690> that<00:15:26.787> was<00:15:26.932> a<00:15:27.012> really—<00:15:27.254> because<00:15:27.656> I<00:15:27.817> didn't<00:15:28.059> know<00:15:28.445> that<00:15:29.105> Musk<00:15:30.248> had<00:15:30.393> actually,<00:15:32.228> you<00:15:32.260> know,<00:15:32.405> created<00:15:32.888> and<00:15:32.969> put<00:15:33.130> the<00:15:33.210> first<00:15:33.516> investment<00:15:34.015> into<00:15:34.337> OpenAI.

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I<00:15:35.692> think<00:15:35.853> back<00:15:36.173> in<00:15:36.334> like<00:15:36.558> 2014.

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And<00:15:39.620> so<00:15:40.501> I,<00:15:40.822> that<00:15:41.303> was<00:15:41.543> news,<00:15:42.024> that<00:15:42.168> was<00:15:42.264> news<00:15:42.585> for<00:15:42.665> me.

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But<00:15:44.012> as<00:15:44.188> such,<00:15:44.653> he's<00:15:44.829> a<00:15:44.909> super<00:15:45.935> interesting<00:15:46.576> character.

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I<00:15:48.355> say<00:15:48.676> very<00:15:50.038> dispassionately.

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So,<00:15:51.866> and<00:15:52.603> I<00:15:52.747> think<00:15:52.924> the<00:15:52.988> way<00:15:53.164> that<00:15:53.308> he<00:15:53.549> drives<00:15:55.152> organizations<00:15:55.969> forward<00:15:56.370> with,<00:15:57.075> you<00:15:57.155> know,<00:15:57.476> almost<00:15:57.877> impossible<00:15:58.534> timescales<00:15:59.335> and<00:15:59.480> objectives<00:16:00.137> and<00:16:00.217> targets<00:16:01.099> is<00:16:01.259> super<00:16:01.660> interesting.

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But<00:16:02.846> it's<00:16:03.022> also<00:16:03.279> super<00:16:03.584> interesting<00:16:04.130> to<00:16:04.227> see<00:16:04.532> how<00:16:04.853> people<00:16:05.110> that<00:16:05.270> work<00:16:05.495> for<00:16:05.688> him<00:16:05.913> respond<00:16:06.475> to<00:16:06.619> that<00:16:07.583> and,<00:16:08.402> you<00:16:08.867> know,<00:16:09.285> where<00:16:09.510> it<00:16:09.670> works<00:16:10.007> and<00:16:10.168> where<00:16:10.312> it<00:16:10.409> doesn't<00:16:10.714> work.

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I<00:16:11.533> thought<00:16:11.693> there<00:16:11.854> was<00:16:11.999> some<00:16:12.159> really<00:16:12.480> great<00:16:13.042> interesting<00:16:13.701> lessons<00:16:14.728> inside<00:16:15.130> that<00:16:15.306> book.

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I'm<00:16:17.057> also<00:16:17.233> a<00:16:17.313> big<00:16:17.474> student<00:16:18.020> of<00:16:18.437> Jim<00:16:18.743> Collins<00:16:19.626> and<00:16:21.007> his<00:16:21.183> series<00:16:21.585> of<00:16:21.649> books<00:16:22.034> in<00:16:22.131> terms<00:16:22.452> of,<00:16:22.677> you<00:16:22.709> know,<00:16:22.998> what<00:16:23.110> makes<00:16:23.576> companies<00:16:24.218> great.

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I<00:16:25.888> thought<00:16:26.065> that,<00:16:26.466> I<00:16:26.627> thought<00:16:26.852> his<00:16:27.028> series<00:16:27.414> of<00:16:27.494> books<00:16:27.751> were<00:16:28.056> excellent<00:16:28.538> from<00:16:28.778> that.

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And,<00:16:29.902> you<00:16:29.935> know,<00:16:30.079> I<00:16:30.320> grew<00:16:30.545> up<00:16:31.042> and<00:16:31.186> a<00:16:31.908> traditional<00:16:32.581> management<00:16:33.127> school.

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So<00:16:34.249> some<00:16:34.425> of<00:16:34.490> the<00:16:34.650> Porter<00:16:35.051> books,<00:16:35.756> um,<00:16:36.157> on<00:16:36.318> management<00:16:37.376> frameworks,<00:16:38.162> management<00:16:38.643> philosophies,<00:16:39.364> and<00:16:39.444> economic<00:16:39.941> frameworks<00:16:40.503> are<00:16:40.583> super<00:16:40.968> interesting<00:16:41.545> too.

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Can<00:16:42.411> I<00:16:42.507> ground<00:16:42.844> it<00:16:42.972> a<00:16:43.068> lot<00:16:43.453> of,<00:16:43.854> you<00:16:43.886> know,<00:16:44.415> my<00:16:44.656> management<00:16:45.297> ethos<00:16:46.019> and,<00:16:46.500> uh,<00:16:46.836> you<00:16:47.141> know,<00:16:47.301> how<00:16:47.462> I<00:16:47.638> think<00:16:47.814> about<00:16:47.959> things<00:16:48.215> and<00:16:48.360> how<00:16:48.504> I<00:16:48.600> try<00:16:48.825> and<00:16:48.905> structure<00:16:49.546> information<00:16:50.364> to<00:16:50.460> make<00:16:50.765> decisions<00:16:51.310> to<00:16:51.406> move<00:16:51.567> forward.

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Yeah.

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What<00:16:53.411> is<00:16:53.635> your<00:16:54.036> leadership<00:16:54.533> style?

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Speaking<00:16:55.158> of<00:16:55.271> Elon,<00:16:55.736> like,<00:16:55.896> his,<00:16:56.201> his<00:16:56.377> leadership<00:16:56.858> style<00:16:57.179> seems,<00:16:57.884> um,<00:16:58.862> different<00:16:59.167> than<00:16:59.343> most.

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And,<00:17:01.970> you<00:17:02.051> know,<00:17:02.243> it's<00:17:02.499> very<00:17:02.707> polite.

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He<00:17:04.021> said,<00:17:04.406> yeah,<00:17:05.031> it<00:17:05.111> sounds<00:17:05.431> different<00:17:05.672> than<00:17:05.976> it<00:17:06.537> seems,<00:17:06.809> different<00:17:07.097> than<00:17:07.258> most.

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And<00:17:08.219> that<00:17:08.331> was<00:17:08.475> true<00:17:08.780> also<00:17:09.100> when<00:17:09.260> Walter<00:17:09.581> Isaacson<00:17:10.078> did<00:17:10.302> that<00:17:11.600> biography<00:17:12.545> of<00:17:12.898> Steve<00:17:13.202> Jobs,<00:17:13.747> right?

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Like<00:17:14.660> Steve<00:17:14.964> Jobs'<00:17:15.509> management<00:17:16.086> style<00:17:16.422> sounded<00:17:16.951> wild<00:17:17.544> and<00:17:17.752> like<00:17:17.944> it<00:17:18.073> was<00:17:18.553> kind<00:17:18.794> of,<00:17:20.075> you<00:17:20.156> know,<00:17:20.252> he'd<00:17:20.412> be<00:17:20.508> screaming<00:17:20.989> at<00:17:21.117> people<00:17:21.437> for<00:17:21.614> a<00:17:21.630> second<00:17:21.998> and<00:17:22.094> then<00:17:22.190> he'd<00:17:22.335> be<00:17:22.479> praising<00:17:22.895> them<00:17:23.056> the<00:17:23.136> next<00:17:23.312> second.

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It's<00:17:23.937> like,<00:17:24.978> and<00:17:25.074> so<00:17:25.283> there<00:17:25.443> is<00:17:25.603> like<00:17:25.779> something<00:17:26.260> about<00:17:26.645> like<00:17:26.821> these<00:17:28.259> legendary<00:17:29.113> CEOs<00:17:29.822> and<00:17:29.983> founders<00:17:30.870> that<00:17:31.579> maybe<00:17:31.837> they<00:17:31.934> manage<00:17:32.498> different<00:17:32.885> than<00:17:33.046> the<00:17:33.191> rest<00:17:33.465> of<00:17:33.545> us<00:17:33.771> or<00:17:33.932> lead<00:17:34.239> different<00:17:34.561> than<00:17:34.641> the<00:17:34.722> rest<00:17:34.996> of<00:17:35.061> us.

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How<00:17:35.721> do<00:17:35.931> you<00:17:36.092> think<00:17:36.431> about<00:17:36.818> leadership?

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What<00:17:37.640> is<00:17:37.769> your<00:17:37.964> style?

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What<00:17:38.452> have<00:17:38.615> you<00:17:38.777> found<00:17:39.086> that's<00:17:39.591> worked<00:17:39.900> over<00:17:40.079> the<00:17:40.225> years?

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Yeah,<00:17:42.830> I,<00:17:43.556> um,<00:17:44.202> I<00:17:44.766> was<00:17:45.089> educated<00:17:45.573> in<00:17:45.605> a<00:17:45.751> framework<00:17:46.331> around<00:17:46.557> different<00:17:46.816> leadership<00:17:47.300> styles,<00:17:47.913> uh,<00:17:48.235> as,<00:17:48.720> as<00:17:48.816> a<00:17:48.897> younger<00:17:49.220> manager,<00:17:50.107> um,<00:17:50.672> and<00:17:50.737> I<00:17:50.833> think<00:17:51.075> three<00:17:51.398> styles<00:17:51.721> for<00:17:51.853> me,<00:17:52.445> uh,<00:17:52.790> come<00:17:53.201> to<00:17:53.349> the<00:17:53.530> fore.

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One<00:17:55.360> is<00:17:55.488> called<00:17:55.744> pace<00:17:55.985> setting,<00:17:57.572> and<00:17:57.668> that<00:17:57.988> is<00:17:58.133> the<00:17:58.213> style<00:17:58.533> you<00:17:58.614> deploy<00:18:00.056> when<00:18:00.152> you<00:18:00.232> may<00:18:00.553> need<00:18:00.697> to<00:18:00.761> make<00:18:01.034> change<00:18:01.659> very<00:18:01.980> quickly.

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And<00:18:04.400> it's<00:18:04.785> more<00:18:05.025> a<00:18:05.121> kind<00:18:05.346> of<00:18:05.826> you<00:18:05.923> jump<00:18:06.243> out<00:18:06.419> of<00:18:06.484> the<00:18:06.564> trench,<00:18:07.926> follow<00:18:08.247> me,<00:18:08.952> and,<00:18:09.353> you<00:18:09.401> know,<00:18:09.513> you<00:18:09.689> charge,<00:18:10.314> you<00:18:10.411> charge,<00:18:11.116> you<00:18:11.212> charge<00:18:11.597> forwards<00:18:12.558> and<00:18:12.639> you<00:18:13.039> drag<00:18:13.680> other<00:18:13.857> people<00:18:14.113> with<00:18:14.338> you.

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And<00:18:15.043> I<00:18:15.059> think<00:18:15.219> that's<00:18:15.940> a<00:18:16.021> good<00:18:16.181> description<00:18:16.806> of<00:18:18.104> Musk's<00:18:18.505> leadership<00:18:18.922> style<00:18:19.290> and<00:18:19.451> Jobs'<00:18:19.948> leadership<00:18:20.509> style.

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I<00:18:22.512> think<00:18:24.115> the<00:18:24.259> other<00:18:24.740> management<00:18:25.157> style<00:18:25.462> that,<00:18:25.943> and<00:18:26.119> that's<00:18:26.359> not<00:18:26.520> my<00:18:26.680> predominant<00:18:27.225> management<00:18:27.658> style.

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The<00:18:28.347> last<00:18:28.588> one<00:18:28.748> I'll<00:18:28.956> talk<00:18:29.068> about,<00:18:29.309> I<00:18:29.325> think,<00:18:29.565> is<00:18:29.646> my<00:18:29.806> predominant<00:18:30.271> one.

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I<00:18:30.527> hope<00:18:31.072> my<00:18:31.313> teams<00:18:31.649> would<00:18:32.034> agree<00:18:33.172> with<00:18:33.413> me.

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The<00:18:34.711> second<00:18:35.096> management<00:18:35.497> style,<00:18:35.721> I<00:18:35.817> think,<00:18:36.058> which<00:18:36.218> is<00:18:36.298> very<00:18:36.539> positive<00:18:37.003> for<00:18:37.244> an<00:18:37.404> organization<00:18:38.126> is<00:18:38.446> authoritative.

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So<00:18:39.905> that<00:18:40.209> is<00:18:40.450> you<00:18:40.530> set<00:18:40.931> out<00:18:41.027> a<00:18:41.123> strategy<00:18:41.973> for<00:18:42.085> the<00:18:42.213> organization<00:18:43.736> and<00:18:44.377> you<00:18:45.419> help<00:18:45.900> communicate,<00:18:46.782> gain<00:18:47.102> clarity<00:18:47.519> and<00:18:47.663> alignment<00:18:48.176> around<00:18:48.481> that<00:18:48.641> strategy.

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And<00:18:50.004> your<00:18:50.485> leadership<00:18:51.126> is<00:18:51.366> evolved<00:18:51.927> around<00:18:52.585> moving<00:18:53.034> the<00:18:53.114> organization<00:18:53.771> forward.

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Forward,<00:18:55.360> executing<00:18:56.002> on<00:18:56.099> that<00:18:56.259> strategy<00:18:58.025> in<00:18:58.122> a<00:18:58.186> very<00:18:58.828> consistent<00:18:59.374> way.

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And<00:19:00.209> then<00:19:00.675> the<00:19:00.755> third<00:19:01.156> style<00:19:01.558> that<00:19:02.344> I<00:19:02.585> hopefully<00:19:02.922> bring<00:19:03.163> to<00:19:03.308> the<00:19:03.484> table<00:19:03.886> all<00:19:04.062> the<00:19:04.127> time<00:19:04.608> with<00:19:04.833> my<00:19:05.251> team<00:19:06.198> is<00:19:06.358> a<00:19:06.455> coaching<00:19:06.936> style.

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I<00:19:08.141> think<00:19:08.365> coaching<00:19:08.847> has<00:19:09.088> the<00:19:09.184> most<00:19:09.730> positive<00:19:10.469> impact<00:19:11.657> on<00:19:11.994> the<00:19:13.198> culture<00:19:13.519> of<00:19:13.616> a<00:19:13.744> team,<00:19:14.081> the<00:19:14.226> culture<00:19:14.547> of<00:19:14.627> an<00:19:14.724> organization<00:19:16.008> as<00:19:16.169> you're<00:19:16.329> looking<00:19:16.570> to<00:19:16.650> develop<00:19:17.196> others.

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And<00:19:17.935> again,<00:19:18.497> my<00:19:18.818> passion<00:19:19.364> is<00:19:20.002> you<00:19:20.022> know,<00:19:20.182> to<00:19:20.327> solve<00:19:21.225> difficult<00:19:21.626> problems<00:19:23.390> working<00:19:23.791> with<00:19:24.432> people.

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And<00:19:26.180> if<00:19:26.276> that's<00:19:26.517> your<00:19:26.677> passion,<00:19:27.078> a<00:19:27.158> coaching<00:19:27.623> approach<00:19:28.104> is<00:19:28.746> a<00:19:28.826> really<00:19:29.067> good<00:19:29.227> way<00:19:29.387> to<00:19:29.548> do<00:19:29.708> that.

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But<00:19:30.510> I<00:19:30.590> think<00:19:31.713> great<00:19:31.969> leaders<00:19:32.370> actually<00:19:32.771> combine<00:19:33.252> all<00:19:33.493> of<00:19:33.573> those<00:19:33.813> different<00:19:34.070> styles<00:19:34.455> together<00:19:36.283> for<00:19:36.379> the<00:19:36.476> situation<00:19:37.197> that<00:19:37.342> they're<00:19:37.646> in<00:19:37.903> and<00:19:38.063> for<00:19:38.224> the<00:19:38.448> outcome<00:19:38.849> that<00:19:39.009> they<00:19:39.170> want<00:19:39.346> to<00:19:39.490> get<00:19:39.731> to.

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So<00:19:41.335> I<00:19:41.431> think,<00:19:41.832> like,<00:19:42.056> hopefully<00:19:43.019> I<00:19:43.195> bring<00:19:43.436> a<00:19:43.516> blended<00:19:43.997> leadership<00:19:44.478> style.

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That's<00:19:44.959> my<00:19:45.135> objective.

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You<00:19:46.788> know,<00:19:46.949> to<00:19:47.125> really,<00:19:47.784> if<00:19:47.912> I<00:19:47.928> think<00:19:48.169> back<00:19:48.330> through<00:19:48.458> my<00:19:48.651> career,<00:19:48.956> I've<00:19:49.197> always<00:19:49.534> been<00:19:49.694> involved<00:19:50.321> in<00:19:50.899> transformational<00:19:52.103> projects,<00:19:52.729> turnarounds,<00:19:53.692> new<00:19:53.789> startups.

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And<00:19:55.571> so<00:19:55.860> those<00:19:56.117> three<00:19:56.278> styles<00:19:56.679> seem<00:19:56.984> to<00:19:57.723> come<00:19:57.964> to<00:19:58.108> the<00:19:58.285> fore<00:19:58.622> in<00:19:58.766> terms<00:19:59.087> of,<00:19:59.955> you<00:19:59.987> know,<00:20:00.597> executing<00:20:01.175> inside<00:20:01.801> an<00:20:01.897> organization<00:20:02.620> or<00:20:02.780> leading<00:20:03.086> an<00:20:03.166> organization<00:20:03.904> forward.

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How<00:20:05.751> do<00:20:05.992> you,<00:20:06.217> as<00:20:06.377> the<00:20:06.474> CEO<00:20:07.517> and<00:20:07.662> leader<00:20:07.838> of<00:20:07.919> the<00:20:07.999> company,<00:20:08.320> decide<00:20:08.721> to<00:20:09.059> spend<00:20:09.364> your<00:20:09.444> time?

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Yeah,<00:20:11.926> I<00:20:11.943> think<00:20:12.042> that<00:20:12.190> prioritization<00:20:13.164> is<00:20:13.263> really<00:20:13.510> important.

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And<00:20:15.470> I<00:20:15.486> think,<00:20:15.697> like,<00:20:15.941> if<00:20:16.088> I<00:20:16.185> think<00:20:16.348> about<00:20:16.575> leadership<00:20:17.014> in<00:20:17.144> general,<00:20:17.730> most<00:20:18.039> leadership<00:20:18.462> lessons<00:20:19.177> are<00:20:19.584> all<00:20:19.681> about<00:20:20.006> people.

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So<00:20:21.834> I<00:20:21.915> spend<00:20:22.141> a<00:20:22.238> lot<00:20:22.416> of<00:20:22.481> time<00:20:22.950> interacting<00:20:23.597> with<00:20:23.759> my<00:20:23.937> teams<00:20:24.907> to<00:20:24.988> make<00:20:25.231> sure<00:20:25.943> that<00:20:26.185> there<00:20:26.347> is<00:20:26.525> that<00:20:26.832> clarity<00:20:27.269> and<00:20:27.399> alignment,<00:20:29.034> that<00:20:29.517> they<00:20:29.903> are,<00:20:31.271> they're<00:20:31.512> focused<00:20:32.091> and<00:20:32.236> motivated<00:20:33.057> to<00:20:33.218> work<00:20:33.700> with<00:20:34.102> their<00:20:34.408> organizations.

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Teradata<00:20:35.631> has<00:20:35.808> 7,000<00:20:36.516> people<00:20:36.902> globally.

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And<00:20:38.743> so<00:20:39.529> for<00:20:39.785> us<00:20:40.041> as<00:20:40.186> an<00:20:40.330> organization<00:20:41.227> to<00:20:41.852> get<00:20:42.012> the<00:20:42.109> very<00:20:42.429> best<00:20:42.750> and<00:20:42.830> deliver<00:20:43.230> the<00:20:43.310> best<00:20:43.615> for<00:20:43.711> our<00:20:43.791> shareholders,<00:20:44.897> we<00:20:44.961> have<00:20:45.073> to<00:20:45.137> make<00:20:45.313> sure<00:20:45.634> that<00:20:45.794> those<00:20:45.970> 7,000<00:20:46.740> people<00:20:47.541> are<00:20:47.861> focused<00:20:48.358> on<00:20:48.502> a<00:20:48.518> strategy.

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And<00:20:50.441> we<00:20:50.602> actually<00:20:51.147> developed<00:20:51.771> what<00:20:52.348> we<00:20:52.429> call<00:20:52.605> a<00:20:52.829> company<00:20:53.246> on<00:20:53.342> a<00:20:53.486> page<00:20:54.432> where<00:20:54.608> we<00:20:54.688> set<00:20:55.073> out<00:20:55.329> what<00:20:55.473> we<00:20:55.553> see<00:20:55.794> is<00:20:56.050> the<00:20:56.210> purpose<00:20:56.691> for<00:20:56.835> the<00:20:56.931> company.

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And<00:20:58.213> then<00:20:58.454> we'd<00:20:58.630> say,<00:20:59.576> so<00:20:59.736> we're<00:20:59.960> guided<00:21:00.297> by<00:21:00.457> our<00:21:00.601> purpose,<00:21:01.643> we're<00:21:01.819> led<00:21:02.140> by<00:21:02.236> our<00:21:02.380> strategy,<00:21:04.385> and<00:21:04.706> we're<00:21:04.850> enabled<00:21:05.267> by<00:21:05.492> agile<00:21:05.893> processes<00:21:06.616> and<00:21:06.712> we're<00:21:06.873> driven<00:21:07.274> by<00:21:07.434> our<00:21:07.595> culture.

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And<00:21:09.521> so<00:21:09.842> when<00:21:10.002> I<00:21:10.163> think<00:21:10.340> about<00:21:10.725> execution,<00:21:11.913> I<00:21:11.993> think<00:21:12.185> about<00:21:12.490> it<00:21:12.555> in<00:21:12.731> terms<00:21:13.052> of,<00:21:13.277> you<00:21:13.309> know,<00:21:13.694> making<00:21:13.999> sure<00:21:14.176> that<00:21:14.320> we've<00:21:14.481> got<00:21:14.577> the<00:21:14.721> right<00:21:14.898> strategy,<00:21:16.423> making<00:21:16.760> sure<00:21:16.920> that<00:21:17.065> we're<00:21:17.209> executing<00:21:17.851> consistently<00:21:18.590> across<00:21:19.135> all<00:21:19.296> of<00:21:19.392> the<00:21:19.537> organizations<00:21:20.275> to<00:21:20.436> that<00:21:20.596> strategy,<00:21:21.944> that<00:21:22.025> we're<00:21:22.185> focusing<00:21:22.667> on<00:21:22.907> how<00:21:23.148> we<00:21:23.389> operate<00:21:24.063> so<00:21:24.191> that<00:21:24.288> we're<00:21:24.448> being<00:21:24.625> efficient<00:21:25.010> and<00:21:25.106> effective.

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But<00:21:26.278> I<00:21:26.374> think<00:21:26.679> also<00:21:27.321> making<00:21:27.594> sure<00:21:27.819> that<00:21:27.899> we've<00:21:28.060> got<00:21:28.220> the<00:21:28.381> right<00:21:28.702> culture<00:21:29.504> inside<00:21:29.986> the<00:21:30.130> organization<00:21:30.788> is<00:21:30.885> super<00:21:31.254> important.

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And<00:21:33.052> so<00:21:33.582> we<00:21:33.678> set<00:21:33.983> out<00:21:34.079> some<00:21:34.320> principles<00:21:35.540> so<00:21:35.749> that<00:21:35.845> we<00:21:36.006> could<00:21:36.166> focus<00:21:36.648> our<00:21:36.873> activities.

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And<00:21:38.799> those<00:21:39.040> 3<00:21:39.377> principles<00:21:40.019> were<00:21:40.260> to<00:21:40.421> be<00:21:40.661> customer<00:21:41.143> and<00:21:41.239> market<00:21:41.689> driven,<00:21:42.732> to<00:21:42.893> have<00:21:43.214> agility<00:21:43.712> in<00:21:43.856> execution,<00:21:45.221> and<00:21:45.317> to<00:21:45.478> be<00:21:45.622> accountable<00:21:46.344> to<00:21:46.441> one<00:21:46.617> another.

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And<00:21:47.388> that<00:21:47.629> includes<00:21:47.966> a<00:21:48.110> focus<00:21:48.592> on<00:21:48.849> diversity,<00:21:49.876> equity,<00:21:50.374> inclusion.

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And<00:21:51.723> so<00:21:51.819> we<00:21:51.899> kind<00:21:52.060> of<00:21:52.204> use<00:21:52.461> that<00:21:52.702> framework<00:21:53.344> to<00:21:53.440> make<00:21:53.665> sure<00:21:54.468> that<00:21:55.094> everybody<00:21:55.511> inside<00:21:55.897> the<00:21:55.993> organization<00:21:57.020> is<00:21:57.117> prioritizing<00:21:57.823> their<00:21:58.000> time<00:21:58.642> and<00:21:58.867> executing<00:21:59.445> inside<00:21:59.830> the<00:21:59.910> right<00:22:00.151> way,<00:22:00.713> executing<00:22:01.227> in<00:22:01.355> the<00:22:01.436> right<00:22:01.677> way.

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Yeah.

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And<00:22:03.443> our<00:22:03.539> strategic<00:22:04.197> objective<00:22:04.808> kind<00:22:05.048> of<00:22:05.289> guides<00:22:06.333> each<00:22:06.445> of<00:22:06.590> the<00:22:06.670> functions<00:22:07.393> to<00:22:07.569> ensure<00:22:08.019> that<00:22:08.115> they<00:22:08.356> are<00:22:08.436> transforming<00:22:09.480> and<00:22:09.560> driving<00:22:10.042> their<00:22:10.588> organization<00:22:11.873> in<00:22:11.969> the<00:22:12.113> correct<00:22:12.451> way.

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So<00:22:14.120> it's<00:22:14.602> our<00:22:14.715> intent<00:22:15.100> and<00:22:15.260> hope<00:22:15.566> that<00:22:15.646> that<00:22:15.822> cascades<00:22:16.465> down,<00:22:17.171> that<00:22:17.252> we<00:22:17.412> create<00:22:17.669> the<00:22:17.749> right<00:22:17.990> culture<00:22:18.392> inside<00:22:18.793> the<00:22:18.873> company.

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A<00:22:19.997> good<00:22:20.142> example<00:22:20.639> of<00:22:20.720> that<00:22:21.185> is<00:22:21.667> our<00:22:21.844> focus<00:22:22.390> on<00:22:22.647> flexible<00:22:23.273> working.

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We,<00:22:25.679> I<00:22:25.775> started<00:22:26.256> in<00:22:26.416> the<00:22:26.496> middle<00:22:26.737> of<00:22:26.817> the<00:22:26.961> pandemic<00:22:27.698> and<00:22:27.859> that<00:22:28.676> was<00:22:29.221> enforced<00:22:29.927> flexible<00:22:30.488> working,<00:22:30.888> if<00:22:30.985> you<00:22:31.065> like,<00:22:31.369> or<00:22:31.530> inflexible<00:22:32.251> working<00:22:32.572> as<00:22:32.668> you're<00:22:32.780> sitting<00:22:33.069> behind<00:22:33.325> a<00:22:33.453> desk<00:22:33.726> at<00:22:33.854> home,<00:22:34.175> right?

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But<00:22:36.098> what<00:22:36.275> we<00:22:36.355> saw<00:22:36.900> that<00:22:37.236> gave<00:22:37.621> Teradata<00:22:38.743> as<00:22:39.417> a<00:22:39.481> technology<00:22:40.202> company<00:22:40.683> that<00:22:40.907> competes<00:22:41.340> against<00:22:41.645> some<00:22:41.885> of<00:22:42.286> the<00:22:42.430> biggest<00:22:42.767> technology<00:22:43.408> companies<00:22:43.889> in<00:22:44.033> the<00:22:44.130> world,<00:22:45.717> a<00:22:45.813> real<00:22:46.759> benefit<00:22:47.272> if<00:22:47.480> we<00:22:47.640> took<00:22:47.881> that<00:22:48.297> approach<00:22:48.778> to<00:22:48.923> flexible<00:22:49.564> working<00:22:50.608> and<00:22:51.030> made<00:22:51.274> a<00:22:51.339> commitment<00:22:51.924> to<00:22:52.102> our<00:22:52.314> workforce.

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And<00:22:54.464> when<00:22:54.545> I<00:22:54.707> do<00:22:54.868> diversity<00:22:55.597> panels<00:22:56.082> around<00:22:56.406> the<00:22:56.552> world,<00:22:57.361> the<00:22:57.458> consistent<00:22:58.025> message<00:22:58.510> and<00:22:58.737> theme<00:22:58.980> is<00:22:59.724> that<00:22:59.870> flexible<00:23:00.518> working<00:23:01.019> has<00:23:01.343> enabled<00:23:01.974> people<00:23:02.298> to<00:23:02.460> change<00:23:02.800> their<00:23:02.930> lives.

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And<00:23:04.954> I<00:23:05.051> think<00:23:05.436> it's<00:23:05.854> changing<00:23:06.256> their<00:23:06.416> lives<00:23:06.738> for<00:23:06.818> the<00:23:06.963> positive.

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So<00:23:08.184> instead<00:23:08.570> of,<00:23:08.891> you<00:23:08.971> know,<00:23:09.711> people<00:23:10.032> traveling<00:23:10.514> into<00:23:10.819> London<00:23:11.318> for<00:23:11.478> an<00:23:11.623> hour<00:23:11.880> every<00:23:12.105> day<00:23:12.250> and<00:23:12.331> then<00:23:12.510> traveling<00:23:13.080> back<00:23:13.340> out<00:23:13.422> of<00:23:13.666> London<00:23:14.056> for<00:23:14.138> an<00:23:14.301> hour<00:23:14.463> or<00:23:14.870> New<00:23:15.050> York<00:23:15.538> or,<00:23:16.142> pick<00:23:16.367> the<00:23:16.947> metropolitan<00:23:17.672> area<00:23:17.995> that<00:23:18.075> you're<00:23:18.220> interested<00:23:18.784> in,<00:23:19.847> they<00:23:20.073> can<00:23:20.234> prioritize<00:23:20.814> that<00:23:21.056> time<00:23:21.684> a<00:23:22.087> lot<00:23:22.328> better<00:23:22.747> to<00:23:22.844> make<00:23:23.070> sure<00:23:23.295> there's<00:23:23.472> a<00:23:23.633> great<00:23:24.036> balance<00:23:25.647> in<00:23:26.034> all<00:23:26.276> aspects<00:23:26.839> of<00:23:26.936> their<00:23:27.081> life.

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And<00:23:27.983> I<00:23:28.064> think<00:23:28.225> that<00:23:28.789> for<00:23:29.014> us<00:23:29.288> at<00:23:29.433> Teradata<00:23:29.916> means<00:23:30.255> that<00:23:31.447> people<00:23:31.688> are<00:23:31.833> more<00:23:32.075> loyal,<00:23:32.800> they're<00:23:32.881> more<00:23:33.138> hardworking,<00:23:34.110> they're<00:23:34.207> focused<00:23:34.692> on<00:23:34.789> the<00:23:34.854> outcomes,<00:23:36.084> they<00:23:36.310> trust<00:23:36.715> us<00:23:36.974> as<00:23:37.055> an<00:23:37.200> organization<00:23:38.187> and<00:23:38.333> we<00:23:38.495> trust<00:23:38.818> them.

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We<00:23:41.125> think<00:23:41.351> a<00:23:41.367> lot<00:23:41.513> about<00:23:42.094> and<00:23:42.240> talk<00:23:42.514> a<00:23:42.563> lot<00:23:42.741> about<00:23:42.999> self-leadership<00:23:43.952> at<00:23:44.033> CEO.com.

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When<00:23:45.650> you<00:23:45.878> hear<00:23:46.122> that,<00:23:46.367> like,<00:23:46.611> what<00:23:46.709> does<00:23:46.856> that<00:23:47.100> mean<00:23:47.426> to<00:23:47.524> you?

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And<00:23:47.833> I<00:23:47.931> wonder,<00:23:48.339> like,<00:23:48.648> what<00:23:48.746> does<00:23:48.844> a<00:23:48.974> typical<00:23:49.398> day<00:23:49.724> look<00:23:50.294> like<00:23:50.604> for<00:23:50.767> you?

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Are<00:23:51.678> there<00:23:51.823> any,<00:23:51.984> like,<00:23:52.209> routines<00:23:52.562> or<00:23:52.707> habits<00:23:53.173> you've<00:23:53.334> developed<00:23:55.103> that,<00:23:55.440> you<00:23:55.537> know,<00:23:55.682> maybe<00:23:56.791> you<00:23:56.888> could<00:23:57.193> share<00:23:57.515> with<00:23:57.756> us<00:23:58.093> and<00:23:58.351> some<00:23:58.720> people<00:23:58.978> could<00:23:59.380> take<00:23:59.782> and<00:24:00.496> think<00:24:00.691> about?

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What<00:24:02.054> does<00:24:02.152> self-leadership<00:24:02.866> mean<00:24:03.028> to<00:24:03.174> you?

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Look,<00:24:05.308> I<00:24:05.405> think<00:24:05.713> it's<00:24:07.009> at<00:24:07.171> its<00:24:07.333> core<00:24:07.657> is<00:24:07.900> about<00:24:08.240> discipline.

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And<00:24:09.925> I'm—<00:24:10.833> you're<00:24:10.979> probably<00:24:11.157> getting<00:24:11.400> to<00:24:11.856> know<00:24:12.032> me<00:24:12.177> a<00:24:12.193> little<00:24:12.417> bit<00:24:12.594> now,<00:24:13.140> I'm<00:24:13.300> a<00:24:13.380> framework-driven<00:24:14.761> individual,<00:24:15.627> right?

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So<00:24:16.044> I<00:24:16.285> think<00:24:16.526> about<00:24:16.831> things<00:24:17.232> in<00:24:17.328> terms<00:24:17.730> of,<00:24:18.997> you<00:24:19.029> know,<00:24:19.238> what<00:24:19.415> makes<00:24:19.655> a<00:24:19.736> good<00:24:19.960> company<00:24:20.458> great.

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There<00:24:22.079> was,<00:24:22.785> I<00:24:22.865> think<00:24:23.090> it<00:24:23.314> was<00:24:23.732> a<00:24:24.069> Harvard<00:24:24.550> study<00:24:25.256> on,<00:24:25.914> you<00:24:25.946> know,<00:24:26.299> organized<00:24:26.877> good<00:24:27.102> companies<00:24:27.920> and<00:24:28.065> what's<00:24:28.225> the<00:24:28.305> difference<00:24:28.530> between<00:24:28.723> a<00:24:28.867> good<00:24:29.028> company<00:24:29.365> and<00:24:29.445> a<00:24:29.525> great<00:24:29.766> company.

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And<00:24:30.809> at<00:24:30.889> the<00:24:31.034> time<00:24:31.676> they<00:24:31.772> said,<00:24:32.334> you<00:24:32.494> know,<00:24:33.457> great<00:24:33.858> companies<00:24:34.484> have<00:24:34.645> a<00:24:34.805> balanced<00:24:35.286> scorecard.

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And<00:24:36.586> as<00:24:36.747> a<00:24:36.827> CEO,<00:24:37.292> I<00:24:37.325> look<00:24:37.565> at<00:24:37.630> that<00:24:38.015> as<00:24:38.111> a<00:24:38.336> balanced<00:24:38.994> focus<00:24:39.652> across<00:24:40.197> a<00:24:40.213> number<00:24:40.663> of<00:24:40.695> different<00:24:41.064> areas.

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And<00:24:42.044> those<00:24:42.350> areas<00:24:42.752> are<00:24:43.815> a<00:24:43.895> focus<00:24:44.459> on<00:24:44.603> your<00:24:44.700> people,<00:24:45.988> a<00:24:46.068> focus<00:24:46.471> on<00:24:46.551> your<00:24:46.712> customers,<00:24:48.145> a<00:24:48.225> focus<00:24:48.708> on<00:24:48.788> your<00:24:48.965> stakeholders.

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And<00:24:50.898> they<00:24:51.124> recently<00:24:51.673> refreshed<00:24:52.254> that<00:24:52.577> study.

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I<00:24:54.352> say<00:24:54.594> recently,<00:24:54.998> about<00:24:55.240> 10<00:24:55.482> years<00:24:55.659> ago,<00:24:55.869> they<00:24:55.950> refreshed<00:24:56.450> it<00:24:57.080> and<00:24:57.176> said<00:24:58.694> also<00:24:59.033> a<00:24:59.049> focus<00:24:59.823> on<00:25:00.227> your<00:25:00.485> community<00:25:01.356> or<00:25:01.695> environment.

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And<00:25:03.954> so<00:25:04.100> when<00:25:04.261> I<00:25:04.358> think<00:25:04.680> about<00:25:04.842> my<00:25:05.068> time,<00:25:05.423> I<00:25:05.649> think<00:25:05.826> about<00:25:06.068> it<00:25:06.116> in<00:25:06.213> terms<00:25:06.536> of<00:25:07.004> am<00:25:07.101> I<00:25:07.181> spending<00:25:07.569> enough<00:25:07.811> time<00:25:08.069> with<00:25:08.392> our<00:25:08.553> people?

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Because<00:25:09.279> if<00:25:09.424> you've<00:25:09.570> got<00:25:09.839> great<00:25:10.361> motivated<00:25:10.815> people<00:25:10.899> that<00:25:10.950> make<00:25:11.017> a<00:25:11.034> difference<00:25:11.202> for<00:25:11.253> your<00:25:11.303> customers,<00:25:13.862> Am<00:25:13.958> I<00:25:14.038> spending<00:25:14.423> enough<00:25:14.664> time<00:25:14.904> talking<00:25:15.289> to<00:25:15.401> our<00:25:15.545> customers<00:25:16.267> and<00:25:16.363> engaging<00:25:17.293> in<00:25:17.549> conversations<00:25:18.431> with<00:25:18.575> customers,<00:25:19.617> either<00:25:19.857> many-to-one<00:25:20.659> or<00:25:20.835> one-to-one?

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Am<00:25:22.743> I<00:25:23.160> thinking<00:25:23.464> about<00:25:23.705> our<00:25:23.801> stakeholders,<00:25:24.779> our<00:25:24.843> shareholders,<00:25:26.350> our<00:25:27.808> investors,<00:25:28.947> our<00:25:29.251> board?

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Am<00:25:30.790> I<00:25:30.934> thinking<00:25:31.175> about<00:25:31.559> how<00:25:31.896> we<00:25:32.121> are<00:25:32.441> representing<00:25:33.178> value<00:25:33.643> and<00:25:33.740> creating<00:25:34.204> value<00:25:34.605> for<00:25:34.701> that<00:25:34.942> community?

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And<00:25:35.984> then<00:25:36.144> more<00:25:36.304> importantly,<00:25:36.865> recently<00:25:37.282> has<00:25:37.507> become<00:25:37.827> that<00:25:38.084> focus<00:25:38.613> on<00:25:38.869> ESG.

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So<00:25:39.815> how<00:25:39.975> are<00:25:40.071> we<00:25:40.216> focusing<00:25:40.857> on,<00:25:41.498> you<00:25:41.530> know,<00:25:41.835> environmental<00:25:42.700> issues,<00:25:43.053> sustainability,<00:25:44.159> governance<00:25:44.720> of<00:25:44.816> the<00:25:44.961> organization,<00:25:46.644> that<00:25:47.141> focus<00:25:47.606> on<00:25:47.766> diversity,<00:25:48.407> equity,<00:25:48.792> and<00:25:48.872> inclusion,<00:25:49.593> making<00:25:49.866> sure<00:25:50.154> that<00:25:50.267> our<00:25:50.475> people<00:25:51.212> can<00:25:51.373> bring,<00:25:51.918> you<00:25:51.950> know,<00:25:52.094> the<00:25:52.318> best<00:25:52.960> version<00:25:53.537> of<00:25:53.681> themselves<00:25:54.242> to<00:25:54.402> work<00:25:54.675> every<00:25:54.899> single<00:25:55.220> day.

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And<00:25:56.807> creating<00:25:57.144> that<00:25:57.384> culture<00:25:58.025> where,<00:25:58.811> you<00:25:58.891> know,<00:25:59.051> people<00:25:59.308> are<00:25:59.468> motivated<00:26:00.253> to<00:26:00.766> succeed,<00:26:01.616> I<00:26:01.632> think<00:26:01.888> is<00:26:02.033> incredibly<00:26:02.514> important.

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So<00:26:03.540> when<00:26:03.636> I<00:26:03.780> think<00:26:03.940> about<00:26:04.117> my<00:26:04.277> time<00:26:04.614> and<00:26:04.742> I<00:26:04.758> think<00:26:05.014> about<00:26:05.223> how<00:26:05.335> I<00:26:05.415> spend<00:26:05.784> my<00:26:05.944> time,<00:26:07.066> I<00:26:07.307> think<00:26:07.483> about<00:26:07.707> it<00:26:07.804> in<00:26:07.884> that<00:26:08.349> context<00:26:09.006> and<00:26:09.150> those<00:26:09.471> lens<00:26:09.823> to<00:26:10.673> say,<00:26:11.026> have<00:26:11.266> I<00:26:11.410> been<00:26:11.635> spending<00:26:11.907> enough<00:26:12.148> time<00:26:12.452> on<00:26:12.677> that<00:26:12.933> kind<00:26:13.094> of<00:26:13.254> balanced<00:26:13.591> scorecard<00:26:14.440> of<00:26:15.803> parties<00:26:16.556> such<00:26:16.941> that<00:26:17.438> Teradata<00:26:18.058> can<00:26:18.237> be<00:26:18.384> a<00:26:18.481> great<00:26:18.791> company.

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How<00:26:21.586> do<00:26:21.731> you<00:26:21.828> define<00:26:22.295> culture<00:26:22.794> inside<00:26:23.261> your<00:26:23.357> company?

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I<00:26:24.500> mean,<00:26:24.645> you've<00:26:24.742> spoken<00:26:25.128> about<00:26:25.370> that<00:26:25.998> a<00:26:26.561> little<00:26:26.674> bit<00:26:27.060> in<00:26:27.205> a<00:26:27.221> lot<00:26:27.398> of<00:26:27.479> these<00:26:27.769> answers,<00:26:28.091> but<00:26:28.171> I<00:26:28.252> wonder,<00:26:28.461> like,<00:26:28.654> when<00:26:28.751> you<00:26:28.912> think<00:26:29.089> of<00:26:29.169> the<00:26:29.314> word<00:26:29.540> culture,<00:26:29.958> what<00:26:30.103> does<00:26:30.200> that<00:26:30.490> mean<00:26:30.751> to<00:26:30.850> Teradata?

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What<00:26:31.455> does<00:26:31.586> that<00:26:31.815> mean<00:26:32.077> to<00:26:32.224> you?

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What<00:26:33.288> does<00:26:33.386> it<00:26:33.468> mean<00:26:33.631> to<00:26:33.697> your<00:26:33.795> employees?

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Yeah,<00:26:35.929> I<00:26:36.107> think<00:26:36.285> it's<00:26:36.674> super<00:26:37.063> interesting<00:26:37.646> because<00:26:38.537> when<00:26:38.683> I<00:26:38.780> joined<00:26:39.023> the<00:26:39.169> company,<00:26:39.655> as<00:26:39.752> I<00:26:39.769> said,<00:26:39.931> it's<00:26:40.125> a<00:26:40.222> 40-year-old<00:26:40.887> company.

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People<00:26:42.954> were<00:26:42.987> super<00:26:43.465> proud<00:26:43.812> of<00:26:43.878> the<00:26:43.961> culture.

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It<00:26:44.440> was<00:26:44.605> one<00:26:44.770> of<00:26:44.803> the<00:26:44.935> reasons<00:26:45.199> I<00:26:45.364> joined,<00:26:45.760> actually,<00:26:46.190> was<00:26:46.355> because<00:26:47.981> the<00:26:48.239> people<00:26:48.722> of<00:26:48.884> Teradata,<00:26:51.447> how<00:26:51.625> our<00:26:51.786> customers<00:26:52.350> talk<00:26:52.656> about<00:26:53.060> us<00:26:53.463> is<00:26:54.043> they<00:26:54.204> refer<00:26:54.607> to<00:26:54.785> us<00:26:54.930> as<00:26:55.140> partners,<00:26:55.820> as<00:26:55.966> collaborators.

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And<00:26:59.367> all<00:26:59.480> of<00:26:59.626> the<00:26:59.723> employees<00:27:00.257> in<00:27:00.355> Teradata<00:27:00.922> were<00:27:01.002> super<00:27:01.634> proud<00:27:02.039> of<00:27:02.136> the<00:27:02.282> culture<00:27:02.865> that<00:27:03.027> they<00:27:03.254> had<00:27:03.400> developed<00:27:05.535> and<00:27:05.777> that<00:27:05.939> had<00:27:06.165> developed<00:27:06.667> over<00:27:06.829> time.

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And<00:27:07.799> there<00:27:07.961> was<00:27:08.446> lots<00:27:08.786> of<00:27:08.915> great<00:27:09.643> aspects<00:27:10.630> of<00:27:10.775> the<00:27:10.872> culture.

00:27:12.823 --> 00:27:16.638
And<00:27:12.971> I<00:27:13.380> look<00:27:13.576> at<00:27:13.707> culture<00:27:14.149> and<00:27:14.297> culture<00:27:14.690> development<00:27:15.197> a<00:27:15.344> bit<00:27:15.524> like<00:27:15.770> going<00:27:16.097> to<00:27:16.261> the<00:27:16.408> gym.

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Right?

00:27:17.589 --> 00:27:19.658
It's<00:27:18.054> like<00:27:18.215> a<00:27:18.295> workout<00:27:18.856> that<00:27:19.000> you<00:27:19.032> do<00:27:19.241> every<00:27:19.497> day.

00:27:21.085 --> 00:27:37.792
And<00:27:21.261> when,<00:27:21.967> you<00:27:21.999> know,<00:27:22.127> you're<00:27:22.223> focusing,<00:27:23.089> when<00:27:23.185> you're<00:27:23.410> in<00:27:23.506> the<00:27:23.650> gym<00:27:24.292> and,<00:27:24.773> you<00:27:25.109> know,<00:27:25.574> you're<00:27:25.767> thinking<00:27:26.152> about<00:27:27.114> running<00:27:27.434> a<00:27:27.450> marathon<00:27:28.156> or<00:27:28.300> you<00:27:28.396> think<00:27:28.653> about,<00:27:29.182> you<00:27:29.214> know,<00:27:29.423> you're<00:27:29.583> entering<00:27:29.823> a<00:27:29.855> swim<00:27:30.385> competition,<00:27:31.443> you<00:27:31.539> focus<00:27:32.148> on<00:27:32.325> certain<00:27:32.710> muscle<00:27:33.126> groups<00:27:34.650> to<00:27:34.826> ensure<00:27:35.211> that<00:27:35.355> you<00:27:35.451> perform<00:27:36.077> well<00:27:36.333> in<00:27:36.413> the<00:27:36.558> task<00:27:36.975> that<00:27:37.119> you<00:27:37.279> have<00:27:37.456> ahead.

00:27:38.257 --> 00:27:41.432
Yeah,<00:27:39.364> you<00:27:39.396> don't<00:27:39.684> throw<00:27:40.021> away<00:27:40.358> muscles<00:27:40.887> that<00:27:40.983> you've<00:27:41.144> had.

00:27:42.571 --> 00:27:48.163
You<00:27:42.651> just<00:27:42.987> build<00:27:43.372> up<00:27:43.533> and<00:27:43.629> continue<00:27:44.190> to<00:27:44.415> build<00:27:46.404> your<00:27:46.743> tone,<00:27:47.130> your<00:27:47.292> muscle<00:27:47.711> ability.

00:27:48.599 --> 00:27:50.100
And<00:27:48.744> I<00:27:48.841> look<00:27:49.003> at<00:27:49.083> culture<00:27:49.422> as<00:27:49.503> the<00:27:49.584> same<00:27:49.890> thing.

00:27:50.197 --> 00:27:58.252
You<00:27:50.294> don't<00:27:50.536> throw<00:27:50.697> away<00:27:50.939> the<00:27:51.101> great<00:27:51.424> parts<00:27:51.811> of<00:27:51.908> your<00:27:52.069> culture,<00:27:53.199> but<00:27:53.344> what<00:27:53.425> you<00:27:53.522> do<00:27:53.829> is<00:27:54.151> you<00:27:54.248> focus<00:27:54.797> on<00:27:55.120> elements<00:27:55.540> of<00:27:55.621> that<00:27:55.863> culture<00:27:56.896> where<00:27:57.558> you<00:27:57.703> can<00:27:57.865> improve.

00:27:59.399 --> 00:28:04.794
So<00:27:59.560> a<00:27:59.818> great<00:28:00.044> example<00:28:00.480> of<00:28:00.545> that<00:28:00.932> is<00:28:01.110> being<00:28:03.047> market<00:28:03.694> and<00:28:03.839> customer<00:28:04.422> driven.

00:28:06.429 --> 00:28:09.698
A<00:28:06.526> lot<00:28:06.704> of<00:28:06.785> our<00:28:06.995> employees<00:28:07.513> said,<00:28:07.820> Steve,<00:28:08.225> we<00:28:08.468> are<00:28:08.694> one<00:28:08.856> of<00:28:09.018> the<00:28:09.277> best.

00:28:09.843 --> 00:28:19.575
You<00:28:09.924> know,<00:28:10.021> if<00:28:10.086> you<00:28:10.232> look<00:28:10.410> through<00:28:10.734> all<00:28:10.960> of<00:28:11.041> our<00:28:11.073> satisfaction<00:28:11.866> surveys,<00:28:12.760> our<00:28:12.947> customers<00:28:13.648> think<00:28:13.905> that<00:28:14.075> we<00:28:14.315> are<00:28:14.956> absolutely<00:28:16.255> customer-focused,<00:28:17.522> focused<00:28:17.923> on<00:28:18.020> delivering<00:28:18.340> the<00:28:18.485> best<00:28:18.725> possible<00:28:19.046> service.

00:28:20.907 --> 00:28:26.408
Why<00:28:21.067> do<00:28:21.147> we<00:28:21.228> need<00:28:21.388> to<00:28:21.532> add<00:28:21.773> that<00:28:22.046> market<00:28:22.671> dimension<00:28:23.377> into<00:28:23.633> that<00:28:24.339> cultural<00:28:24.836> principle<00:28:25.318> of<00:28:25.398> how<00:28:25.558> we<00:28:25.719> think<00:28:25.943> about<00:28:26.120> things?

00:28:27.082 --> 00:28:28.574
And<00:28:27.146> the<00:28:27.306> answer<00:28:27.483> to<00:28:27.563> that<00:28:27.724> is<00:28:27.884> pretty<00:28:28.108> simple.

00:28:29.424 --> 00:28:35.984
If<00:28:29.552> you<00:28:29.712> only<00:28:29.953> focus<00:28:30.514> on<00:28:30.755> your<00:28:30.931> customers<00:28:31.509> of<00:28:31.637> today,<00:28:32.616> you're<00:28:32.776> only<00:28:33.017> going<00:28:33.161> to<00:28:33.241> get<00:28:33.562> the<00:28:33.642> outcome<00:28:34.540> of<00:28:34.717> your<00:28:34.941> customers<00:28:35.503> of<00:28:35.647> today.

00:28:36.786 --> 00:28:46.510
When<00:28:36.882> you<00:28:37.026> think<00:28:37.203> about<00:28:37.443> it<00:28:37.508> in<00:28:37.652> terms<00:28:37.973> of<00:28:38.053> the<00:28:38.149> entire<00:28:38.550> market,<00:28:39.416> you<00:28:39.513> make<00:28:39.753> sure<00:28:40.074> that<00:28:40.218> you<00:28:40.298> don't<00:28:40.555> get<00:28:40.860> left<00:28:41.116> behind<00:28:41.598> by<00:28:41.999> things<00:28:42.464> like<00:28:42.720> this<00:28:43.908> evolution<00:28:44.470> in<00:28:44.792> artificial<00:28:45.289> intelligence,<00:28:46.333> right?

00:28:47.040 --> 00:29:01.832
Our<00:28:47.297> engineering<00:28:47.939> organization<00:28:49.369> has<00:28:49.626> recently<00:28:50.589> launched<00:28:50.927> a<00:28:51.055> capability<00:28:51.938> inside<00:28:52.340> our<00:28:52.436> product<00:28:53.320> so<00:28:53.464> that<00:28:53.544> you<00:28:53.641> can<00:28:53.882> use<00:28:55.167> a<00:28:55.488> ChatGPT-based<00:28:57.881> solution<00:28:58.459> to<00:28:59.005> enhance<00:28:59.728> how<00:29:00.065> you<00:29:00.370> utilize<00:29:00.868> the<00:29:00.948> Teradata<00:29:01.494> product.

00:29:01.896 --> 00:29:05.252
You<00:29:02.056> can<00:29:02.217> actually<00:29:02.538> ask<00:29:02.779> questions<00:29:03.743> rather<00:29:04.064> than<00:29:04.241> develop<00:29:04.722> in<00:29:04.803> code.

00:29:06.071 --> 00:29:09.428
It<00:29:06.232> changes<00:29:06.730> your<00:29:07.035> interaction<00:29:07.629> with<00:29:07.774> our<00:29:07.934> technology<00:29:08.593> set<00:29:08.818> completely.

00:29:09.942 --> 00:29:13.921
If<00:29:10.087> we<00:29:10.247> hadn't<00:29:10.649> had<00:29:10.825> a<00:29:10.841> market-driven<00:29:11.933> mindset,<00:29:12.592> we<00:29:12.736> would<00:29:12.912> never<00:29:13.200> have<00:29:13.393> thought<00:29:13.617> of<00:29:13.713> that.

00:29:14.594 --> 00:29:20.426
And<00:29:14.739> then<00:29:14.851> our<00:29:14.931> second<00:29:15.396> principle<00:29:15.892> of<00:29:16.020> agility<00:29:16.533> and<00:29:16.661> execution,<00:29:18.744> you<00:29:18.776> know,<00:29:19.625> we<00:29:19.786> developed<00:29:20.266> that.

00:29:20.507 --> 00:29:24.496
So<00:29:20.667> our<00:29:20.907> engineering<00:29:21.468> team<00:29:21.708> developed<00:29:22.109> that<00:29:22.365> first<00:29:22.686> pass<00:29:23.006> of<00:29:23.038> that<00:29:23.166> solution<00:29:23.631> in<00:29:23.871> 30<00:29:24.127> days.

00:29:24.768 --> 00:29:25.457
It<00:29:24.848> was<00:29:25.009> amazing.

00:29:25.970 --> 00:29:26.114
Yeah.

00:29:26.835 --> 00:29:41.559
And<00:29:27.476> so,<00:29:28.197> you<00:29:28.229> know,<00:29:28.357> if<00:29:28.534> we<00:29:28.678> hadn't<00:29:29.078> had<00:29:29.238> that<00:29:29.495> focus<00:29:29.959> on<00:29:30.040> the<00:29:30.104> market,<00:29:30.777> focus<00:29:31.241> on<00:29:31.353> agility<00:29:31.818> and<00:29:31.962> execution,<00:29:33.004> we<00:29:33.100> wouldn't<00:29:33.404> get<00:29:33.580> to<00:29:33.677> the<00:29:33.821> kind<00:29:34.045> of<00:29:34.125> outcomes<00:29:34.622> that<00:29:34.782> we're<00:29:35.647> executing<00:29:36.865> today<00:29:37.666> and<00:29:37.746> some<00:29:37.970> of<00:29:38.083> the<00:29:38.131> things<00:29:38.387> that<00:29:38.531> make<00:29:38.852> our<00:29:39.092> transformation<00:29:39.893> super<00:29:40.230> exciting<00:29:40.790> in<00:29:40.935> the<00:29:41.031> industry.

00:29:41.993 --> 00:29:51.906
And<00:29:42.089> so<00:29:42.154> I<00:29:42.234> think<00:29:42.459> that's<00:29:42.716> how,<00:29:43.423> you<00:29:43.455> know,<00:29:44.789> you<00:29:45.271> focus<00:29:45.769> on<00:29:45.929> culture,<00:29:47.215> you<00:29:47.359> develop<00:29:47.713> a<00:29:47.777> set<00:29:48.034> of<00:29:48.098> behaviors,<00:29:49.544> which<00:29:49.705> you<00:29:49.946> reinforce<00:29:50.653> inside<00:29:51.055> your<00:29:51.151> organization.

00:29:52.436 --> 00:29:57.224
And<00:29:52.517> we<00:29:52.661> do<00:29:52.774> things<00:29:53.240> like<00:29:53.545> recognize<00:29:54.750> individuals<00:29:55.473> that<00:29:55.553> are<00:29:55.794> demonstrating<00:29:56.453> those<00:29:56.774> behaviors.

00:29:57.321 --> 00:29:59.345
We<00:29:57.417> call<00:29:57.562> them<00:29:57.722> changemakers<00:29:58.526> inside<00:29:58.863> Teradata.

00:30:00.695 --> 00:30:07.941
Recognize<00:30:01.193> those<00:30:01.418> individuals,<00:30:02.060> how<00:30:02.301> they're<00:30:02.542> operating,<00:30:03.426> how<00:30:03.603> they're<00:30:03.828> operating<00:30:04.310> to<00:30:04.503> our<00:30:04.792> principles,<00:30:06.174> how<00:30:06.334> they're<00:30:06.479> being<00:30:06.640> accountable<00:30:07.298> to<00:30:07.459> one<00:30:07.620> another.

00:30:08.246 --> 00:30:17.074
So<00:30:08.422> that<00:30:08.807> our<00:30:09.223> culture<00:30:09.624> steadily<00:30:10.265> gets<00:30:10.585> better<00:30:10.905> and<00:30:11.066> better,<00:30:11.370> improves,<00:30:12.331> improves<00:30:12.652> our<00:30:12.812> agility,<00:30:13.789> and<00:30:13.886> improves<00:30:14.350> the<00:30:14.414> outcomes<00:30:15.151> from<00:30:15.536> a<00:30:16.113> company<00:30:16.577> perspective.

00:30:18.276 --> 00:30:27.120
What<00:30:18.340> are<00:30:18.420> your<00:30:18.580> thoughts<00:30:18.900> on<00:30:18.997> like<00:30:19.157> the<00:30:19.301> current<00:30:19.782> macro<00:30:20.439> environment<00:30:21.704> of<00:30:22.121> the<00:30:22.281> economy<00:30:23.867> and<00:30:24.428> kind<00:30:24.604> of<00:30:24.668> that<00:30:25.229> outlook<00:30:25.646> and<00:30:25.726> really<00:30:25.966> just<00:30:26.126> like<00:30:26.271> the<00:30:26.351> state<00:30:26.607> of<00:30:26.671> the<00:30:26.767> world<00:30:27.008> now?

00:30:27.168 --> 00:30:31.478
I'm<00:30:27.280> not<00:30:27.488> asking<00:30:27.889> you<00:30:28.049> to<00:30:28.914> comment<00:30:29.251> on<00:30:29.395> any<00:30:29.812> like<00:30:30.116> events<00:30:30.613> or<00:30:30.693> anything<00:30:31.013> like<00:30:31.254> that.

00:30:32.039 --> 00:30:43.529
I<00:30:32.295> just<00:30:32.455> wonder,<00:30:32.776> like<00:30:33.080> as<00:30:33.192> a<00:30:33.256> CEO,<00:30:33.817> it<00:30:33.897> seems<00:30:34.202> like<00:30:34.442> now<00:30:34.794> maybe<00:30:35.323> more<00:30:35.515> than<00:30:35.660> like<00:30:35.820> 20<00:30:36.140> years<00:30:36.445> ago,<00:30:37.247> You<00:30:37.279> have<00:30:37.423> to<00:30:37.584> think<00:30:37.841> about<00:30:38.146> these<00:30:38.387> things<00:30:38.629> a<00:30:38.773> lot,<00:30:39.191> like<00:30:39.352> what's<00:30:39.512> happening<00:30:39.914> in<00:30:39.994> the<00:30:40.139> world,<00:30:41.585> the<00:30:41.617> macroeconomic<00:30:42.565> environment.

00:30:44.076 --> 00:30:46.502
You<00:30:44.156> got<00:30:44.253> to<00:30:44.333> be<00:30:44.494> socially<00:30:45.120> aware,<00:30:45.699> all<00:30:45.859> these<00:30:46.020> types<00:30:46.261> of<00:30:46.325> things.

00:30:46.743 --> 00:30:56.047
As<00:30:46.904> you<00:30:47.129> think<00:30:47.241> of<00:30:47.370> like<00:30:47.531> the<00:30:47.627> current<00:30:47.804> state<00:30:48.045> of<00:30:48.109> the<00:30:48.189> world,<00:30:49.137> current<00:30:49.379> macroeconomic<00:30:50.600> environment,<00:30:52.367> what<00:30:52.528> comes<00:30:52.833> to<00:30:52.914> mind<00:30:53.412> and<00:30:53.492> what<00:30:53.669> are<00:30:53.797> you<00:30:53.894> thinking<00:30:54.231> about<00:30:54.762> as<00:30:55.003> the<00:30:55.099> CEO<00:30:55.485> of<00:30:55.581> Teradata?

00:30:56.931 --> 00:31:02.539
Yeah,<00:30:57.188> I<00:30:57.268> think<00:30:58.297> this<00:30:58.473> is—<00:30:58.859> an<00:30:59.261> understatement<00:30:59.759> would<00:30:59.920> be<00:31:00.000> this<00:31:00.177> is<00:31:00.241> an<00:31:00.321> exciting<00:31:00.964> and<00:31:01.189> challenging<00:31:01.751> time<00:31:02.073> for<00:31:02.250> leaders.

00:31:02.956 --> 00:31:03.117
Yeah.

00:31:04.560 --> 00:31:14.505
And,<00:31:04.897> you<00:31:05.298> know,<00:31:05.923> we're—<00:31:06.982> companies<00:31:07.527> aren't<00:31:08.025> political<00:31:08.730> organizations,<00:31:09.853> but<00:31:10.013> I<00:31:10.110> think<00:31:10.350> what<00:31:10.511> we<00:31:10.912> should<00:31:11.136> always<00:31:11.393> strive<00:31:11.714> for<00:31:11.954> as<00:31:12.115> a<00:31:12.195> leader<00:31:12.740> is<00:31:12.917> to<00:31:13.799> do<00:31:14.023> what's<00:31:14.280> right.

00:31:15.002 --> 00:31:15.226
Yeah.

00:31:15.788 --> 00:31:30.929
And<00:31:15.964> so,<00:31:17.327> and<00:31:17.488> when<00:31:17.632> you<00:31:17.728> think<00:31:17.905> about<00:31:18.145> it<00:31:18.194> in<00:31:18.370> terms<00:31:18.611> of<00:31:18.675> those<00:31:18.915> macro—<00:31:19.156> I<00:31:19.188> mean,<00:31:19.332> who<00:31:19.493> would<00:31:19.573> have<00:31:19.653> thought,<00:31:20.199> you<00:31:20.279> know,<00:31:20.439> we'd<00:31:21.017> have<00:31:21.498> be<00:31:21.578> coping<00:31:21.963> with<00:31:22.765> ongoing<00:31:23.262> pandemics,<00:31:24.529> you<00:31:24.561> know,<00:31:25.748> war<00:31:26.069> situations<00:31:26.871> around<00:31:27.176> the<00:31:27.272> world,<00:31:28.715> conflict,<00:31:29.501> unrest,<00:31:30.239> inflation.

00:31:31.666 --> 00:31:34.855
Recessions<00:31:32.387> in<00:31:32.483> some<00:31:33.028> areas<00:31:33.301> of<00:31:33.365> the<00:31:33.509> world,<00:31:33.765> that<00:31:34.070> uncertainty.

00:31:35.992 --> 00:31:40.302
And<00:31:36.153> I<00:31:36.169> think,<00:31:36.649> you<00:31:36.729> know,<00:31:36.826> some<00:31:37.050> of<00:31:37.130> these<00:31:37.290> patterns<00:31:38.091> we<00:31:38.236> haven't<00:31:38.476> seen<00:31:38.876> for<00:31:39.213> 40+<00:31:40.078> years.

00:31:41.040 --> 00:31:50.525
And<00:31:41.136> so<00:31:41.600> I<00:31:41.841> think<00:31:42.017> that<00:31:42.738> CEOs<00:31:43.539> in<00:31:43.619> this<00:31:43.860> environment<00:31:45.366> are,<00:31:46.423> if<00:31:46.567> I<00:31:46.647> had<00:31:46.760> to<00:31:46.904> use<00:31:47.128> one<00:31:47.385> word,<00:31:47.865> I<00:31:47.945> think<00:31:48.186> agility<00:31:49.067> is<00:31:49.211> the<00:31:49.307> most<00:31:49.564> important<00:31:50.269> word.

00:31:50.893 --> 00:31:55.011
If<00:31:51.310> they<00:31:51.470> have<00:31:51.647> to<00:31:51.711> embrace<00:31:52.271> one<00:31:52.512> thing<00:31:52.912> for<00:31:53.057> their<00:31:53.153> organization,<00:31:53.954> it's<00:31:54.098> got<00:31:54.226> to<00:31:54.274> be<00:31:54.499> agility.

00:31:55.780 --> 00:31:59.241
And<00:31:56.421> that's<00:31:56.934> how<00:31:57.078> I<00:31:57.158> think<00:31:57.383> we<00:31:57.559> think<00:31:57.735> about<00:31:57.960> transforming<00:31:58.681> Teradata.

00:31:59.644 --> 00:32:18.955
Do<00:31:59.789> we<00:31:59.886> have<00:32:00.064> the<00:32:00.209> agility<00:32:00.855> to<00:32:01.000> be<00:32:01.097> able<00:32:01.323> to<00:32:02.244> sense<00:32:02.712> and<00:32:02.858> respond<00:32:03.423> into<00:32:03.681> the<00:32:03.843> environment<00:32:04.876> and<00:32:04.973> take<00:32:05.296> the<00:32:05.393> most<00:32:06.818> appropriate<00:32:07.610> actions<00:32:08.516> to<00:32:08.662> ensure<00:32:09.066> that<00:32:09.244> we<00:32:10.295> place<00:32:11.007> our<00:32:11.249> people,<00:32:11.670> our<00:32:11.912> customers,<00:32:12.737> our<00:32:13.028> organizations<00:32:14.096> in<00:32:14.241> the<00:32:14.419> best<00:32:14.662> possible<00:32:17.083> place<00:32:17.486> for<00:32:17.873> future<00:32:18.358> execution?

00:32:19.326 --> 00:32:20.214
Yeah.

00:32:21.424 --> 00:32:34.818
You<00:32:21.505> know,<00:32:21.924> just<00:32:22.150> looking<00:32:22.392> at<00:32:22.554> the<00:32:23.038> inflationary<00:32:25.101> environment<00:32:25.796> that<00:32:25.966> we<00:32:26.051> have<00:32:26.305> around<00:32:26.560> the<00:32:26.712> world,<00:32:27.395> you<00:32:27.427> know,<00:32:27.541> it<00:32:27.638> changes,<00:32:28.287> you<00:32:28.368> know,<00:32:28.513> how<00:32:28.594> you<00:32:28.692> look<00:32:28.870> at<00:32:28.935> your<00:32:29.032> supply<00:32:29.502> chain,<00:32:29.972> how<00:32:30.069> you<00:32:30.150> look<00:32:30.329> at<00:32:30.394> your<00:32:30.539> pricing<00:32:30.961> strategy,<00:32:32.014> how<00:32:32.095> you<00:32:32.258> look<00:32:32.420> at<00:32:32.501> the<00:32:32.582> consumption<00:32:33.230> patterns<00:32:33.797> of<00:32:33.959> your<00:32:34.122> organizations.

00:32:36.340 --> 00:32:45.885
And,<00:32:36.518> you<00:32:36.550> know,<00:32:37.586> at<00:32:37.990> Teradata,<00:32:39.042> we<00:32:39.366> believe<00:32:39.916> that<00:32:41.955> data<00:32:42.440> helps<00:32:42.780> empower<00:32:43.977> people<00:32:44.463> to<00:32:44.608> make<00:32:45.029> better<00:32:45.272> decisions.

00:32:46.401 --> 00:32:51.807
And<00:32:46.482> so<00:32:46.789> we<00:32:47.047> utilize<00:32:47.612> that<00:32:47.918> data<00:32:48.660> to<00:32:49.225> really<00:32:49.548> inform<00:32:50.097> how<00:32:50.274> we<00:32:50.581> operate<00:32:51.065> and<00:32:51.162> how<00:32:51.404> we<00:32:51.630> work.

00:32:52.436 --> 00:33:08.051
And<00:32:53.082> one<00:32:53.243> of<00:32:53.324> the<00:32:53.485> things<00:32:53.727> that<00:32:53.808> I<00:32:53.905> think<00:32:54.373> all<00:32:54.486> of<00:32:54.615> the<00:32:54.680> team<00:32:54.863> inside<00:32:55.214> Teradata<00:32:55.714> like<00:32:55.981> doing<00:32:56.148> is<00:32:56.182> working<00:32:56.282> with<00:32:56.332> customers<00:32:56.599> around<00:32:56.716> the<00:32:56.816> world<00:32:58.802> to<00:32:58.947> help<00:32:59.108> them<00:32:59.364> to<00:32:59.525> respond<00:33:00.151> to<00:33:00.248> these<00:33:00.472> challenging<00:33:01.034> environments<00:33:02.239> very,<00:33:02.495> very<00:33:02.817> quickly,<00:33:04.021> but<00:33:04.326> doing<00:33:04.583> that<00:33:04.888> based<00:33:05.209> on<00:33:05.466> real<00:33:05.787> data,<00:33:06.333> real<00:33:06.654> analytics,<00:33:07.312> real<00:33:07.618> insight.

00:33:08.517 --> 00:33:13.703
And<00:33:08.661> I<00:33:08.677> think<00:33:08.918> that's<00:33:09.239> the<00:33:09.320> challenge<00:33:09.882> that<00:33:10.026> we've,<00:33:11.246> that<00:33:11.407> we<00:33:11.567> help<00:33:11.824> organizations<00:33:12.531> address<00:33:12.932> all<00:33:13.093> around<00:33:13.334> the<00:33:13.414> world.

00:33:14.939 --> 00:33:22.984
Is<00:33:15.020> there<00:33:15.180> a<00:33:15.260> moment<00:33:15.646> where<00:33:15.983> you<00:33:16.208> failed<00:33:17.508> or<00:33:17.589> didn't<00:33:17.910> live<00:33:18.054> up<00:33:18.215> to<00:33:18.279> your<00:33:18.456> own<00:33:18.552> expectations<00:33:19.515> that<00:33:19.612> kind<00:33:19.853> of<00:33:19.917> became<00:33:20.318> a<00:33:20.399> catalyst<00:33:21.266> for<00:33:21.346> you<00:33:21.507> to<00:33:21.603> becoming<00:33:22.149> a<00:33:22.406> better<00:33:22.727> leader?

00:33:24.946 --> 00:33:37.108
You<00:33:25.026> know,<00:33:26.716> I<00:33:26.861> had<00:33:27.022> the<00:33:27.119> pleasure<00:33:27.988> of,<00:33:28.632> at<00:33:29.066> the<00:33:29.211> time<00:33:29.775> in<00:33:29.855> the<00:33:30.080> early<00:33:30.338> '90s,<00:33:32.780> being<00:33:33.379> the<00:33:33.704> youngest<00:33:34.255> manager<00:33:36.038> in<00:33:36.200> IBM's<00:33:36.703> history.

00:33:39.818 --> 00:33:42.489
And<00:33:39.996> so<00:33:40.141> I<00:33:40.158> was<00:33:40.319> 23,<00:33:40.967> 24<00:33:42.003> at<00:33:42.084> the<00:33:42.181> time.

00:33:43.153 --> 00:33:48.355
And<00:33:43.299> it<00:33:43.412> set<00:33:43.784> out,<00:33:44.918> it<00:33:45.015> was<00:33:45.419> a<00:33:45.646> really,<00:33:46.132> it<00:33:46.164> was<00:33:46.294> a<00:33:46.375> trial<00:33:46.796> by<00:33:47.022> fire<00:33:47.379> experience<00:33:48.075> for<00:33:48.140> me.

00:33:49.315 --> 00:34:00.284
I<00:33:49.646> took<00:33:49.894> over<00:33:50.076> a<00:33:50.225> team<00:33:51.053> where<00:33:52.482> their<00:33:53.365> morale<00:33:53.846> survey<00:33:54.360> score<00:33:56.351> that<00:33:56.656> we<00:33:56.752> would<00:33:56.897> call<00:33:57.057> a<00:33:57.153> pulse<00:33:57.539> score<00:33:57.796> now,<00:33:58.261> I<00:33:58.341> would<00:33:58.438> guess,<00:33:59.722> was<00:33:59.883> zero.

00:34:00.910 --> 00:34:11.217
And<00:34:01.151> to<00:34:01.312> get<00:34:01.552> a<00:34:01.584> zero<00:34:02.275> on<00:34:02.371> the<00:34:02.451> morale<00:34:02.853> survey<00:34:03.254> score,<00:34:03.977> the<00:34:04.137> team<00:34:04.522> actually<00:34:04.860> had<00:34:05.100> to<00:34:05.341> collaborate<00:34:06.064> with<00:34:06.288> one<00:34:06.465> another<00:34:06.866> to<00:34:07.171> answer<00:34:07.428> the<00:34:07.589> questions<00:34:08.087> in<00:34:08.215> a<00:34:08.247> certain<00:34:08.713> way<00:34:09.371> so<00:34:09.596> that<00:34:09.836> that<00:34:10.222> score<00:34:10.559> came<00:34:10.784> out<00:34:10.944> at<00:34:10.976> zero.

00:34:11.265 --> 00:34:13.288
So<00:34:11.297> it<00:34:11.330> was<00:34:11.586> pretty<00:34:11.907> innovative<00:34:12.405> for<00:34:12.485> that<00:34:12.710> team<00:34:12.887> at<00:34:12.967> the<00:34:13.047> time.

00:34:13.770 --> 00:34:23.351
And<00:34:14.396> I<00:34:14.492> was<00:34:14.717> given<00:34:14.974> that<00:34:15.215> team<00:34:15.761> to<00:34:15.857> manage,<00:34:16.579> and<00:34:16.724> I<00:34:16.884> think<00:34:17.061> it<00:34:17.157> set<00:34:17.607> out<00:34:17.848> some<00:34:18.185> great<00:34:18.570> leadership<00:34:18.988> lessons<00:34:19.469> for<00:34:19.614> me<00:34:20.351> that<00:34:20.576> kind<00:34:20.752> of<00:34:20.897> resonated<00:34:21.699> through<00:34:22.693> my<00:34:22.918> career.

00:34:24.346 --> 00:34:39.283
One<00:34:24.522> thing<00:34:24.747> I<00:34:24.843> had<00:34:25.646> in<00:34:25.806> doing<00:34:26.047> that<00:34:26.271> job,<00:34:26.608> which<00:34:26.913> I<00:34:27.715> absolutely<00:34:28.533> valued,<00:34:29.416> was<00:34:29.592> a<00:34:29.656> set<00:34:29.977> of<00:34:30.202> peers<00:34:31.181> that<00:34:31.325> were<00:34:31.646> all<00:34:31.887> motivated<00:34:32.785> to<00:34:33.266> help<00:34:33.507> me<00:34:33.667> succeed<00:34:34.935> and<00:34:36.170> succeed<00:34:36.636> in<00:34:36.972> some<00:34:37.213> of<00:34:37.598> the<00:34:37.759> most<00:34:38.080> challenging<00:34:38.721> environments.

00:34:39.604 --> 00:34:42.861
Just<00:34:39.748> to<00:34:39.828> put<00:34:39.989> any<00:34:40.165> context,<00:34:40.711> I<00:34:40.743> was<00:34:41.673> in<00:34:41.850> my<00:34:42.315> early<00:34:42.572> 20s.

00:34:43.374 --> 00:34:51.128
I<00:34:43.454> gave<00:34:43.679> out<00:34:43.919> 2<00:34:44.256> 25-year<00:34:45.219> awards<00:34:46.681> So<00:34:47.146> people<00:34:47.371> had<00:34:47.612> been<00:34:47.933> working<00:34:48.335> for<00:34:48.431> IBM<00:34:48.993> at<00:34:49.073> that<00:34:49.314> time<00:34:50.037> longer<00:34:50.358> than<00:34:50.583> I'd<00:34:50.759> been<00:34:50.904> alive.

00:34:51.787 --> 00:34:51.867
Yeah.

00:34:52.606 --> 00:35:01.421
And<00:34:52.750> it<00:34:52.911> set<00:34:53.232> out<00:34:53.328> some<00:34:53.569> really<00:34:53.970> interesting<00:34:54.693> leadership<00:34:55.159> lessons<00:34:55.656> that<00:34:55.881> I've<00:34:56.122> taken<00:34:56.459> forward<00:34:56.780> to<00:34:56.941> the<00:34:57.085> rest<00:34:57.358> of<00:34:57.423> my<00:34:57.728> career<00:34:58.932> as<00:34:59.430> we<00:34:59.574> were<00:34:59.735> looking<00:34:59.992> to<00:35:00.377> turn<00:35:00.634> around<00:35:00.875> that<00:35:01.180> team.

00:35:02.224 --> 00:35:11.167
And<00:35:02.464> it<00:35:02.625> also<00:35:02.962> gave<00:35:03.123> me<00:35:03.267> a<00:35:03.364> viewpoint<00:35:03.910> on,<00:35:04.552> you<00:35:04.584> know,<00:35:04.712> you<00:35:04.889> are<00:35:05.050> going<00:35:05.194> to<00:35:05.274> feel<00:35:06.880> a<00:35:06.896> little<00:35:07.121> bit<00:35:07.297> nervous<00:35:07.763> coming<00:35:07.940> into<00:35:08.646> a<00:35:08.743> new<00:35:09.770> area<00:35:10.091> or<00:35:10.268> a<00:35:10.348> new<00:35:10.589> challenge.

00:35:12.193 --> 00:35:13.524
But<00:35:12.514> that<00:35:12.674> can<00:35:12.835> be<00:35:12.995> a<00:35:13.075> great<00:35:13.380> thing.

00:35:13.652 --> 00:35:15.303
It<00:35:13.716> shows<00:35:13.973> that<00:35:14.101> you're<00:35:14.229> stretching<00:35:14.694> yourself.

00:35:16.746 --> 00:35:22.133
It<00:35:16.778> sharpens<00:35:17.644> your<00:35:18.510> execution<00:35:19.343> so<00:35:19.632> that<00:35:19.808> you<00:35:20.033> drive<00:35:20.449> forward<00:35:21.010> for<00:35:21.155> a<00:35:21.251> great<00:35:21.636> outcome.

00:35:22.614 --> 00:35:27.102
And<00:35:22.678> it<00:35:22.774> really<00:35:23.079> taught<00:35:23.335> me<00:35:23.479> that<00:35:23.800> no<00:35:24.040> challenge<00:35:24.618> is<00:35:24.778> really<00:35:25.419> insurmountable,<00:35:26.926> right?

00:35:27.166 --> 00:35:39.573
You<00:35:27.263> can<00:35:27.567> overcome<00:35:28.289> almost<00:35:28.609> any<00:35:28.786> challenge<00:35:29.828> if<00:35:29.972> you<00:35:30.052> have<00:35:30.549> the<00:35:30.693> right<00:35:30.886> support,<00:35:32.473> the<00:35:32.537> right<00:35:32.793> capabilities,<00:35:34.220> and<00:35:34.797> you're<00:35:35.038> willing<00:35:35.358> to<00:35:36.224> execute<00:35:37.029> with<00:35:37.210> conviction<00:35:38.037> against<00:35:38.615> a<00:35:38.764> great<00:35:39.012> strategy.

00:35:41.610 --> 00:35:45.936
Steve,<00:35:41.723> I<00:35:41.803> can't<00:35:42.110> thank<00:35:42.352> you<00:35:42.449> enough<00:35:43.079> for<00:35:43.643> coming<00:35:43.902> on<00:35:43.983> the<00:35:44.079> show<00:35:44.774> and<00:35:44.951> sharing<00:35:45.274> your<00:35:45.435> wisdom<00:35:45.758> here.

00:35:46.065 --> 00:35:47.389
This<00:35:46.226> has<00:35:46.404> been<00:35:46.969> phenomenal.

00:35:47.518 --> 00:35:48.309
I<00:35:47.599> could<00:35:47.695> talk<00:35:47.857> to<00:35:47.921> you<00:35:48.002> forever.

00:35:49.170 --> 00:35:52.638
Uh,<00:35:49.202> we<00:35:49.589> end<00:35:50.073> every<00:35:50.815> interview<00:35:51.218> the<00:35:51.315> same<00:35:51.686> way<00:35:51.928> with<00:35:52.090> this<00:35:52.267> question.

00:35:52.735 --> 00:35:59.581
At<00:35:52.848> CEO.com,<00:35:53.703> we<00:35:53.864> believe<00:35:54.106> the<00:35:54.203> chances<00:35:54.671> one<00:35:54.832> takes<00:35:55.800> are,<00:35:56.204> uh,<00:35:56.542> just<00:35:56.930> as<00:35:57.252> big<00:35:57.817> and<00:35:57.930> important<00:35:58.382> as<00:35:58.478> the<00:35:58.624> chances<00:35:58.947> one<00:35:59.207> gives.

00:36:00.329 --> 00:36:03.808
With<00:36:00.427> that<00:36:00.654> in<00:36:00.752> mind,<00:36:01.711> who<00:36:01.890> gave<00:36:02.117> you<00:36:02.231> a<00:36:02.296> chance<00:36:02.703> that<00:36:02.849> led<00:36:03.093> to<00:36:03.190> where<00:36:03.418> you<00:36:03.516> are<00:36:03.678> today?

00:36:05.170 --> 00:36:14.606
Yeah,<00:36:05.669> I've<00:36:05.750> been<00:36:05.911> thinking<00:36:06.217> about<00:36:06.394> this<00:36:06.700> and,<00:36:07.828> you<00:36:07.925> know,<00:36:08.006> people<00:36:08.312> take<00:36:08.553> chances<00:36:09.037> on<00:36:09.198> me<00:36:09.601> every<00:36:09.955> single<00:36:10.406> day<00:36:10.648> and<00:36:10.809> I'd<00:36:10.986> be<00:36:11.148> really<00:36:11.454> disingenuous<00:36:12.276> if<00:36:12.501> I<00:36:12.582> singled<00:36:13.227> out<00:36:13.633> one<00:36:14.217> person.

00:36:16.245 --> 00:36:21.454
You<00:36:16.326> know,<00:36:16.959> I<00:36:17.056> didn't<00:36:17.381> want<00:36:17.608> to<00:36:17.705> be<00:36:17.868> a<00:36:17.932> CEO<00:36:19.328> growing<00:36:19.652> up<00:36:19.961> inside<00:36:20.529> IBM<00:36:20.951> and<00:36:21.097> Oracle.

00:36:21.502 --> 00:36:33.535
I<00:36:21.600> always<00:36:21.762> thought,<00:36:23.121> you<00:36:23.234> know,<00:36:23.542> the<00:36:23.784> divisional<00:36:24.431> heads,<00:36:25.240> the<00:36:26.195> folks<00:36:26.454> that<00:36:26.599> ran<00:36:26.777> the<00:36:26.874> divisions<00:36:27.570> had<00:36:27.813> a<00:36:27.894> much<00:36:28.152> more<00:36:28.395> interesting<00:36:29.026> job,<00:36:29.285> a<00:36:29.366> really<00:36:29.608> good<00:36:29.916> intersection<00:36:30.660> of<00:36:31.338> strategy<00:36:32.108> and<00:36:32.204> operational<00:36:32.909> execution.

00:36:34.785 --> 00:36:44.467
So<00:36:34.929> there<00:36:35.025> were<00:36:35.154> a<00:36:35.250> number<00:36:35.554> of<00:36:35.811> individuals,<00:36:36.532> and<00:36:36.773> hopefully<00:36:37.157> they'll<00:36:37.318> listen<00:36:37.574> to<00:36:37.654> this<00:36:37.798> because<00:36:38.119> I<00:36:38.295> thank<00:36:38.536> them<00:36:38.696> dearly,<00:36:39.578> who<00:36:39.658> kind<00:36:39.834> of<00:36:40.203> pushed<00:36:40.539> me<00:36:40.764> and<00:36:40.844> encouraged<00:36:41.325> me<00:36:41.501> to<00:36:41.662> take<00:36:41.902> the<00:36:42.062> leap<00:36:42.447> into<00:36:42.703> being<00:36:42.944> a<00:36:43.024> public<00:36:43.425> company<00:36:43.826> CEO.

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And<00:36:45.364> so<00:36:45.653> I'm<00:36:46.070> going<00:36:46.150> to<00:36:46.230> be<00:36:46.374> forever<00:36:46.791> grateful<00:36:47.192> to<00:36:47.272> them.

00:36:48.009 --> 00:37:02.507
I've<00:36:48.602> had<00:36:48.859> great<00:36:49.260> sponsors,<00:36:50.574> some<00:36:50.863> of<00:36:51.023> whom<00:36:51.183> are<00:36:51.279> actually<00:36:51.680> on<00:36:51.760> the<00:36:51.840> board<00:36:52.161> of<00:36:52.562> Teradata,<00:36:53.988> and<00:36:54.501> I<00:36:54.629> think<00:36:54.726> that's<00:36:54.966> super<00:36:55.271> important<00:36:55.848> for<00:36:56.072> a<00:36:56.104> CEO<00:36:56.793> to<00:36:56.890> have<00:36:57.066> a<00:36:57.210> board<00:36:57.900> that's<00:36:58.174> super<00:36:58.498> supportive<00:36:59.613> and<00:36:59.694> asks<00:37:00.018> great<00:37:00.276> questions<00:37:00.923> to<00:37:01.085> help<00:37:01.327> you<00:37:01.473> see<00:37:01.715> around<00:37:02.039> corners.

00:37:03.671 --> 00:37:09.794
But<00:37:04.221> I'm<00:37:04.399> grateful<00:37:04.868> to<00:37:05.353> all<00:37:05.466> of<00:37:05.531> my<00:37:05.693> friends<00:37:06.161> who<00:37:06.582> teach<00:37:06.889> me<00:37:06.921> something<00:37:07.390> new<00:37:07.536> every<00:37:07.649> single<00:37:08.039> day<00:37:08.770> and<00:37:08.917> have<00:37:09.014> fun<00:37:09.420> doing<00:37:09.745> it.

00:37:10.005 --> 00:37:12.068
So<00:37:10.249> thank<00:37:11.532> you<00:37:11.613> for<00:37:11.760> the<00:37:11.857> question.

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Of<00:37:13.493> course,<00:37:13.881> Steve.

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Again,<00:37:14.543> thank<00:37:14.770> you<00:37:14.851> so<00:37:14.964> much<00:37:15.190> for<00:37:15.271> your<00:37:15.432> time.

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Really<00:37:16.322> appreciate<00:37:16.904> it.

00:37:17.049 --> 00:37:19.361
Best<00:37:17.291> of<00:37:17.437> luck<00:37:17.615> with<00:37:17.776> everything,<00:37:18.245> and<00:37:18.294> I'm<00:37:18.407> sure<00:37:18.569> we'll<00:37:18.666> talk<00:37:18.908> to<00:37:18.956> you<00:37:19.053> again<00:37:19.231> soon.

00:37:20.508 --> 00:37:20.767
Thank<00:37:20.702> you.

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It's<00:37:21.009> been<00:37:21.236> great<00:37:21.430> talking.

00:37:22.141 --> 00:37:23.079
Look<00:37:22.303> forward<00:37:22.545> to<00:37:22.642> doing<00:37:22.868> it<00:37:22.933> again.