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...
behind energy hear investment key knowing message power sleep tremendous trying
We're trying to put more energy into our relationship. If you're a customer, the key message I want to you hear is you can sleep well tonight, knowing you've got tremendous energy, power and investment behind this.
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.
double markets
double down in markets where we want to lead.
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.
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.
aggregate asset customer good job tremendous understanding
For us, we have a tremendous asset in the customer base, ... We haven't done as good a job as I think we can at understanding the aggregate customer business.
across cared company deeply enduring felt high impression leader liked loss natural people personal ran standard treated widely
Lew cared deeply for HP and its people, and his loss is being felt widely across our company, ... He was a natural leader who was enormously well liked and made an enduring impression on those he encountered. The way he treated people and how he ran the company set an exceptionally high standard of personal decency.
across cared company deeply enduring felt impression leader liked loss natural widely
Lew cared deeply for H-P and its people, and his loss is being felt widely across our company. He was a natural leader who was enormously well liked and made an enduring impression on those he encountered.
across cared company deeply felt loss widely
Lew cared deeply about HP and its people, and his loss is being felt widely across our company,
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,
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.
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.
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.