On Turning Around Worldwide RCO
There isn't a particular thing I look at as the best thing we ever did [at RCO]. But when I took this job over in 2006, Intel was going through a huge adjustment in terms of our business and our headcount. And we had made a dramatic cut in the number of people and spending and resources we were going to be using in the channel; the worldwide RCO team had been about 80 people, and then it got cut back to 12. And I think when we started, we had a deep morale issue, and partners were wondering if we were committed. And we turned the whole thing around in about a year to a year-and-a-half.