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I am seriously troubled by the proposed rapid consolidation in the telecommunications marketplace.

Since I got involved in Telco, we first developed the first modular truck, the 407, then the 709, and now the 2213. These trucks broke away from the old face of Telco trucks. I was also just as much involved with the Safari, but nobody talks about the Safari. My involvement has been there with all Telco's projects -somehow the car has got hyped up.

The whole idea that vehicles in the future will communicate with each other is a really big deal. It's a big deal for safety... and it's an opportunity to engage the automobile in the work of ensuring collision avoidance.

If you think about Cisco's offerings like TelePresence, where it's an immersive way to communicate for businesses to connect and have conversations in a real-time immersive mode, how that will change health care, how that'll change retail business, how that'll change actually travel. There's lots of changes that we will see going forward.

Charter's merger sales pitch is pretty straightforward: it argues that it has always been too small to bully Internet companies, TV makers, and its own customers, so it has'un-cable' practices they hope to extend.

You look at what happened with Chrysler, it went through that bankruptcy, and it's re-emerged in a much different fashion, privately held in some of those things, and it's really putting out a great product.

We like to say at Khosla Ventures, and this is one of the reasons to do what we do, we'll take technical risks that nobody else will.

We must get into the picture business. This is a new industry and a gold mine. it looks like another telephone industry.

I've been through a couple of mergers - they're not that fun. And it's easy to lose your focus on this grandiose mission you established for yourself as an independent company.

I think that we are trying to put data communications, telecommunications and media communications together and be the No. 1 player there.