Rene Haas

If we were to do that.

If we were to do that.

If we were to do that.

I don't know if there was one specific trade-off. I think in this job, a CEO, which I've been now, gosh, it'll be three years in February, you're constantly doing the mental trade-off of what needs to happen in the day-to-day versus what needs to happen five years from now. My proclivity just tends to be to think five years ahead as opposed to thinking one quarter ahead.

I don't know if there was one specific trade-off. I think in this job, a CEO, which I've been now, gosh, it'll be three years in February, you're constantly doing the mental trade-off of what needs to happen in the day-to-day versus what needs to happen five years from now. My proclivity just tends to be to think five years ahead as opposed to thinking one quarter ahead.

I don't know if there was one specific trade-off. I think in this job, a CEO, which I've been now, gosh, it'll be three years in February, you're constantly doing the mental trade-off of what needs to happen in the day-to-day versus what needs to happen five years from now. My proclivity just tends to be to think five years ahead as opposed to thinking one quarter ahead.

So I don't know if there's any major trade-off that I would say that I make, but what I'm constantly wrestling with is that balance between what is necessary in the day-to-day versus what needs to happen in the next five years. Because I've got great teams. I've got the engineering team is fantastic. The finance team is fantastic. Sales and marketing, they're great.

So I don't know if there's any major trade-off that I would say that I make, but what I'm constantly wrestling with is that balance between what is necessary in the day-to-day versus what needs to happen in the next five years. Because I've got great teams. I've got the engineering team is fantastic. The finance team is fantastic. Sales and marketing, they're great.

So I don't know if there's any major trade-off that I would say that I make, but what I'm constantly wrestling with is that balance between what is necessary in the day-to-day versus what needs to happen in the next five years. Because I've got great teams. I've got the engineering team is fantastic. The finance team is fantastic. Sales and marketing, they're great.

So in the day-to-day, there isn't a lot I can do to impact what those jobs are, but the jobs that I can impact is the next five years. So where I try to do is spend areas of time for me personally, of work only I can do. And if there's work that the team can do that I'm not going to add much to it, I try to stay away from it.

So in the day-to-day, there isn't a lot I can do to impact what those jobs are, but the jobs that I can impact is the next five years. So where I try to do is spend areas of time for me personally, of work only I can do. And if there's work that the team can do that I'm not going to add much to it, I try to stay away from it.

So in the day-to-day, there isn't a lot I can do to impact what those jobs are, but the jobs that I can impact is the next five years. So where I try to do is spend areas of time for me personally, of work only I can do. And if there's work that the team can do that I'm not going to add much to it, I try to stay away from it.

But that's the biggest trade-off I wrestle with is the day-to-day versus the future. How different does Arm look in five years? I think we don't know that we look very different as a company, but hopefully we are continuing to be an extremely impactful company in the industry. I have big ambitions for where we can be.

But that's the biggest trade-off I wrestle with is the day-to-day versus the future. How different does Arm look in five years? I think we don't know that we look very different as a company, but hopefully we are continuing to be an extremely impactful company in the industry. I have big ambitions for where we can be.

But that's the biggest trade-off I wrestle with is the day-to-day versus the future. How different does Arm look in five years? I think we don't know that we look very different as a company, but hopefully we are continuing to be an extremely impactful company in the industry. I have big ambitions for where we can be.

Yes. Yeah, he is. He's a fascinating guy. One of the things I admire a lot about Masa, and I don't think he gets enough credit for this, is that he's the CEO and founder of a 40-year-old company. And he's reinvented himself a lot of times. I mean, SoftBank started out as a distributor of software. And he's reinvented himself from being an operator, whether it's SoftBank Mobile, to an investor.

Yes. Yeah, he is. He's a fascinating guy. One of the things I admire a lot about Masa, and I don't think he gets enough credit for this, is that he's the CEO and founder of a 40-year-old company. And he's reinvented himself a lot of times. I mean, SoftBank started out as a distributor of software. And he's reinvented himself from being an operator, whether it's SoftBank Mobile, to an investor.

Yes. Yeah, he is. He's a fascinating guy. One of the things I admire a lot about Masa, and I don't think he gets enough credit for this, is that he's the CEO and founder of a 40-year-old company. And he's reinvented himself a lot of times. I mean, SoftBank started out as a distributor of software. And he's reinvented himself from being an operator, whether it's SoftBank Mobile, to an investor.

He's a joy to work with, to be honest with you. I learn a lot from him. He is very ambitious, obviously, loves to take risks. But at the same time, he has a good handle on the things that matter. So he's, yeah, I think everything you see about him is accurate. He's a very entertaining guy.

He's a joy to work with, to be honest with you. I learn a lot from him. He is very ambitious, obviously, loves to take risks. But at the same time, he has a good handle on the things that matter. So he's, yeah, I think everything you see about him is accurate. He's a very entertaining guy.