Don McGuire

And then from there, you know, it's been a whirlwind of amazing innovation and trials and tribulations and people trying to kill us.

Again, because Intel had brilliantly made what they do important all the way to the consumer level, especially in the case of the PC business.

I knew that you could build affinity for technology with a consumer, tell your story, have it matter, and influence the whole value chain.

And that's what Intel did brilliantly for over 25 years.

I knew that was possible.

And then the opportunity with Qualcomm was this amazing technology company that no one ever heard of.

Because for years, this company was perfectly fine not telling its story.

The overarching wisdom was, we're happy for our customers to tell their story.

And whatever we contribute to that, it's their story.

And, you know, you could call it selfless in a little bit, but I think it was a bit naive as well.

When you're like only producing product for one category, you're the market share leader and no one can touch you and there's no competition.

And right, you're not diversifying.

It kind of works for a while.

But Qualcomm was bulging and bursting at the seams.

Our technology was becoming so pervasive and different product categories and different industries were like, oh, I could use that.

I could use that.

I could use that.

So this diversification was happening almost organically.

But yet we were still trying to figure it out.

Yeah, but we're still kind of okay with just people just taking our technology and building amazing things and us not getting credit.