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When you look at the truck market in North America, you have to understand the customer, and that's one of the things I think General Motors does really well. There's a big population that buys our trucks. It's their life - or it's their livelihood. Not their lifestyle, their livelihood. It's a work truck.

I started at GM knowing very little about that particular business. Not being an expert means you have to learn everything, starting from the basics.

For years I thought what was good for our country was good for General Motors and vice versa. The difference did not exist. Our company is too big. It goes with the welfare of the country.

I look at companies as price-players or quality-players. The only way to go with J.Crew was quality.

The good thing about a dealer's derivatives portfolio is that it is marked to market.

When the product is right, you don't have to be a great marketer.

Really good customer service will deliver sales. You are training salesmen to give the best possible advice and then to achieve the sale. People actually like you to ask for a sale because it shows you value their business.

Great brands are meant to be great aggregators.

I think good companies can navigate being public and doing the right things for their customers.

My goal in coming to General Motors was to help restore profitability, build a strong market position and position this iconic company for success. We are clearly on that path.