Ginni Rometty

But the team worked so hard.

And in my, in that timeframe, 50% of the portfolio was changed.

It's a very large company.

And I also divested $10 billion of businesses.

So if you would look at that growth rate without divestitures and currency, which now today everyone talks about currency.

Back then we were the only international guy.

Net of divestitures and currency, the growth was flat.

Is flat great?

No.

But flat for a big transformation?

I was really proud of the team for what they did.

That is actually pretty miraculous to have made it through that.

I had my little nephew one day, and he would see on TV occasionally when there would be criticism, and he'd say, you know, Auntie, does that make you mad when they talk mean?

And I just looked at him and I said, you know, he says, how do you feel?

I said, look, I'm doing what has to be done.

And I happened to be the one there.

And if you have great conviction, and I did, a great conviction, I knew it was the right thing.

I knew it would be needed for IBM to live its second century.

And so, and my successor, they have picked up, gone for it.

I mean, you go back, we did the acquisition of Red Hat.