Judy Faulkner

My role is company success.

I've got to make the right decisions.

I've got accountability for our products, our service and meeting commitments, responsible for client happiness, profitability, the campus, succession planning, take a stance.

And that's an important thing, I think, for CEOs.

You've got to take a stance on things.

People call me and I have to know, oh,

Joe knows the answer to this.

Mary knows the answer to that.

And get them on the line and help with the answer.

So my job is not necessarily to know the answer.

It's to know who knows the answer.

It's going on much faster than I can keep track of.

And I don't know even all the products we're working on because we hire bright, capable, hardworking people.

And they come up with new things all the time.

I have a T-shirt that says, healthcare IT is more complex than rocket science.

And we have three people who used to work in rocket science, and all three say, it's right, it's more complex because it changes all the time.

Whereas rocket science, there are principles that are unchanging.

So I've often thought, I should call Elon Musk up and tell him to take over for me.

We don't use them internally.

Externally, people can make up their title and they do.