Mark Hurd
Mark Hurd
Mark Vincent Hurdis co-CEO of Oracle Corporation, and the past chairman, chief executive officer, and president of Hewlett-Packard. At Hewlett-Packard, Hurd succeeded CFO Robert Wayman, who served as interim CEO from February 10, 2005 to March 28, 2005, after former CEO Carly Fiorina was forced by the board to resign. On September 22, 2006, Hurd succeeded Pat Dunn as chairman after she resigned after the pretexting controversy. Hurd resigned his positions at HP on August 6, 2010, following an investigation...
against job products sure
We have to make sure that we can show up with products that are deliverable against that framework, and I think we can do a better job with that.
aggressive
We're going to go get aggressive in the marketplace. We put a lot into this, and we've got a lot more coming.
company cost deal efficient forces grow invest time
We have to grow our company, invest and deal with competitive forces at the same time we need to be efficient on the cost side,
results stock
Results have been inconsistent. The stock has been volatile, if not disappointing.
leading managing reporting structures
We've got some looseness in our structures and our processes, ... We have to get away from managing and reporting to leading and driving.
loved money
The better you perform, the more money you make. I won't tell you everybody's loved it.
best bunch business focused optimize piece problems talk underneath
You talk about problems but there are a bunch of opportunities at the same time, ... I want to get underneath every piece of the business and will be focused on doing my best to optimize each part.
commitment company deal easier
You have all of our commitment to making HP an easier company to deal with,
hope
There is a lot of hope in the company,
double markets
double down in markets where we want to lead.
deliver hard stuff work
We've got a lot of stuff to go work on. You may not always like what we say ... but we will work exceedingly hard to deliver on commitments we set.
architecture building fragmented money spending
It wasn't what I would like it to be. I think we were spending a lot of money. We were building an architecture that was complicated. We had fragmented information.
begin customers delivering employees enable full perform plan review thorough
After a thorough review of our business, we have formulated a plan that will enable HP to begin delivering its full potential. We can perform better, for our customers and partners, our employees and our shareholders, and we will.
company high people personal ran standard treated
The way he treated people and how he ran the company set an exceptionally high standard of personal decency.