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In the mid-1990s, when I stopped having to run from the shows to the film developing lab and first saw digital images, I blessed technology and was convinced that my working life was changing for the better.

Although I loved working on technology - I've always been a computer geek at heart - my professors encouraged me to get a real-world job working with customers.

I joined the staff of EMI in Middlesex in 1951, where I worked for a while on radar and guided weapons and later ran a small design laboratory. During this time, I became particularly interested in computers, which were then in their infancy. It was interesting, pioneering work at that time: drums and tape decks had to be designed from scratch.

I was in an industrial laboratory because academia found me unsuitable.

I managed Hewlett Packard through the worst technology downturn in 25 years, the dotcom bust.

It used to be that the only ones with access to cutting-edge technology were top government labs, big companies and the ultra-rich. It was simply too expensive for the rest of us to afford.

I have a tendency toward being a micromanager. Which, the bigger the project you're involved in, the harder that becomes.

I had left teaching, which I enjoyed, because I realized I couldn't get tenure at a research university.

I actually love technology. I worked for 18 years as systems analyst in technology.

When I was in graduate school in consumer science and math, all of the big companies had labs, all doing blue sky research.