As we looked at the server market, we know very well that the data-center market takes time to ramp with any new product.
We do really, really well for content creation and anybody who likes to run videos or edit videos and high performance games.
The key for us is always a multiple-year strategy, and a multiple-year strategy means great products, great customer relationships, and doing solid engineering.
What's important for all of us as chip companies is to keep the innovation going: putting out new products, figuring out how we connect these complex systems.
I'm a big believer in using the best IP for a given application.
There is a mentality that if you're a long time AMDer, that we're x86: we know what we're doing, and it's just about building better x86 devices.
AMD's history is we've always had great technology. We've had periods of time where we've done really, really well, and we've had periods of time where we've done not so well. But most of the time we've done well, it's because we've had a leadership product or some technology where we were out in front before anybody else.
I like the PC market. It's a big market, but it's a very volatile market as well.
I'll say it this way: AMD is a company that generates very strong opinions. There are some people who really like us and are really rooting for us. And then there are some people who say we'll never be able to compete against some of our bigger competitors.
There are positives and negatives to publicly traded and private companies.
What we're really trying to do is have heterogeneous systems really become the foundation of our computing going forward. And that's the idea that you make every processor and every accelerator a peer processor.
I think it's fair to say that the age of traditional computing is dead.
Make sure there are lots of Harvard M.B.A.s working for MIT Ph.D.s in the future.
The notion of what we're trying to do at AMD is about bringing out great technology, great products.
When I step back and look at what's important to AMD, it's about graphics leadership - visual computing leadership - as well as a strong computing experience. We have the capability to integrate those two together.
I do think the blockchain infrastructure is here to stay.
I am grateful for the continued opportunity to take risks and learn from my mistakes as we at AMD strive to use technology to help solve some of the world's toughest challenges.
I've spent my entire career in semiconductors.
Being CEO of AMD is a tremendous opportunity to influence the industry and influence the future of computing.
My view of AMD is that we have a tremendous set of technology assets, people, capability, customer relationships. We're not going to define ourselves in somebody else's shadow.
Electrical engineering, particularly at MIT, was the hardest major, so I said, 'You know, how about we try that and see how it goes.'
I just had a great curiosity about how things worked.
That's the fun part of being CEO. You can actually say, 'Hey, this is what we should be spending our time on,' and people get it.
It's a day-one expectation that when you buy a processor, it's not going to leak your data.