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When I came into the CEO office, I basically changed the entire management team. We knew that we had to change the company, so we needed a new set of leaders.

There is a difference between hiring a CEO and turning over control of the business.

Clearly, as a CEO, you have other functions that are managed by other people.

The chief strategist of an organization has to be the leader - the CEO.

CEOs make hard decisions; sometimes, the least worst is the right one.

I think, you know, a fellow CEO said to me that the interesting thing about being CEO that's really striking is that you have very few decisions that you need to make, and you need to make them absolutely perfectly.

When the CEO makes a decision, people don't come back on it.

I'm in a different position than most CEO's. I'm a founder. I'm not a hired CEO. Now, I can be fired by the board, but most CEO's are hired by the board.

You're doing a major merger, you got to hope you didn't get it wrong. That's the view of any CEO.

The one thing I have learned as a CEO is that leadership at various levels is vastly different. When I was leading a function or a business, there were certain demands and requirements to be a leader. As you move up the organization, the requirements for leading that organization don't grow vertically; they grow exponentially.