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How are you measuring the resonance of your message with customers? You have the high-level conversations with the CEOs and decision-makers. How do you know Juniper's message is resonating?
Well, it's a variety of things. I personally have a lot of one-on-one conversations with customers and have the opportunity to assess first hand whether the new network approach helps them. Another data point is broader awareness in the industry. And then you can certainly look at growth. Our revenue growth was north of 23 percent year-over-year, and our enterprise segment grew north of 30 percent. That kind of growth and the strategic relevance of conversations are all data points that reinforce we're on the right path.
When you're meeting with these customers, do they know you? Do they have an awareness and understanding of Juniper that wasn't there when you became CEO?
When I stepped into this role three years ago, the level of awareness was much different than it is today. Part of that is a function of we have put a stake in the ground with this thought leadership agenda, and made that agenda real with investments in R&D and the product portfolio that we've delivered. At the end of 2008, when the macroeconomic situation changed significantly on a global basis, we made a strategic decision to increase investment in R&D and customer satisfaction, and now we're reaping the benefits with the product set you've seen.
We've been very focused on the domain of networking and very thoughtful about the architectural transitions and innovation required to enable this next generation of mobile Internet and cloud computing. If we're thoughtful and we have impact, we will continue to grow: continue to grow in partnerships and in awareness, and every step of the way listen to our customers and continue to evolve based on that feedback.
How often are you meeting with partners?
When I'm in the field, I balance my time between customers and partners. I'm with partners on a regular basis.
Are you spending more time with partners now than you used to?
I'm spending more time now with partners and customers than I was two to three years ago, yes. When I started, we had to do the work: retool the leadership, focus the strategy, put the operating model in place to execute. That required some of my attention within Juniper to get that done. Now that we're in execution mode, I have a lot more time now to engage in the field than I had two to three years ago.
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