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...
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,
double markets
double down in markets where we want to lead.
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.
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.
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.
aware competition potential questions seen structure
I'm aware of competition and have seen questions about strategy, structure and consistency. But I also see the potential with these businesses,
believe capable executing market regardless time trends whether
I do believe these market trends are going to happen, regardless of Hewlett Packard. Time will tell whether we're capable of executing on the opportunity.
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.
loved money
The better you perform, the more money you make. I won't tell you everybody's loved it.
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.
partner terms trying
I think you'll see us trying to be more precision-oriented in terms of who we partner with,
across business good leverage points spinning
We're not working on spinning off any part of the business. They give good leverage points across the company, which are of value.