Rene Haas

Yeah, so the current update is that it plans to go to trial on December 16, which isn't very far away. And I can appreciate, because we talk to investors and partners, that what do they hate the most is uncertainty. So that I can appreciate. But on the flip side, I would say the principles as to why we filed the claim are unchanged. And that's about all I can say.

Yeah, so the current update is that it plans to go to trial on December 16, which isn't very far away. And I can appreciate, because we talk to investors and partners, that what do they hate the most is uncertainty. So that I can appreciate. But on the flip side, I would say the principles as to why we filed the claim are unchanged. And that's about all I can say.

I think what surprised me on a personal level is the amount of bandwidth that it takes away from my day that I end up having to think about things that we weren't thinking about before. But at a highest level, it's actually not a big, big change. From the perspective of Arm, Arm was public before. When SoftBank bought us, we still consolidated up through SoftBank.

I think what surprised me on a personal level is the amount of bandwidth that it takes away from my day that I end up having to think about things that we weren't thinking about before. But at a highest level, it's actually not a big, big change. From the perspective of Arm, Arm was public before. When SoftBank bought us, we still consolidated up through SoftBank.

I think what surprised me on a personal level is the amount of bandwidth that it takes away from my day that I end up having to think about things that we weren't thinking about before. But at a highest level, it's actually not a big, big change. From the perspective of Arm, Arm was public before. When SoftBank bought us, we still consolidated up through SoftBank.

So the muscles in terms of being able to report quarterly earnings and have them reconciled with a timeframe, all of that, we had good muscle memory on that. So I think operationally for the company, we have great teams. I have a great finance team that's really good at doing that.

So the muscles in terms of being able to report quarterly earnings and have them reconciled with a timeframe, all of that, we had good muscle memory on that. So I think operationally for the company, we have great teams. I have a great finance team that's really good at doing that.

So the muscles in terms of being able to report quarterly earnings and have them reconciled with a timeframe, all of that, we had good muscle memory on that. So I think operationally for the company, we have great teams. I have a great finance team that's really good at doing that.

I think for me personally, it was just maybe the appreciation that there's now a chunk of my week that's dedicated to activities that I wasn't really working on before.

I think for me personally, it was just maybe the appreciation that there's now a chunk of my week that's dedicated to activities that I wasn't really working on before.

I think for me personally, it was just maybe the appreciation that there's now a chunk of my week that's dedicated to activities that I wasn't really working on before.

No, I am a big believer of not doing a lot of organizational changes. To me, organizational design follows your strategy, and strategy follows your vision. And if you think about the way you've heard me talk about Arm publicly for the last couple of years, that's pretty unchanged. So as a result, we haven't done much in terms of changing the organization.

No, I am a big believer of not doing a lot of organizational changes. To me, organizational design follows your strategy, and strategy follows your vision. And if you think about the way you've heard me talk about Arm publicly for the last couple of years, that's pretty unchanged. So as a result, we haven't done much in terms of changing the organization.

No, I am a big believer of not doing a lot of organizational changes. To me, organizational design follows your strategy, and strategy follows your vision. And if you think about the way you've heard me talk about Arm publicly for the last couple of years, that's pretty unchanged. So as a result, we haven't done much in terms of changing the organization.

I think organization changes are horrendously disruptive. We're an 8,000-person company, so we're not gigantic. But if you do a gigantic organization change, it better have followed a big strategy change. Otherwise, you've got off-sites and team meetings and Zoom calls about talking about my new leaders. And if it's not in support of a change of strategy, it's a big waste of time.

I think organization changes are horrendously disruptive. We're an 8,000-person company, so we're not gigantic. But if you do a gigantic organization change, it better have followed a big strategy change. Otherwise, you've got off-sites and team meetings and Zoom calls about talking about my new leaders. And if it's not in support of a change of strategy, it's a big waste of time.

I think organization changes are horrendously disruptive. We're an 8,000-person company, so we're not gigantic. But if you do a gigantic organization change, it better have followed a big strategy change. Otherwise, you've got off-sites and team meetings and Zoom calls about talking about my new leaders. And if it's not in support of a change of strategy, it's a big waste of time.

So I really try hard not to do much of that.

So I really try hard not to do much of that.

So I really try hard not to do much of that.