All my life, I’ve loved fixing and improving things, whether I’m tinkering in the garage or revamping a company’s strategy. That love is what brought me to NCR in 2005, where I was tasked as CEO with fixing an unsustainable business model.
NCR was losing its market share and hemorrhaging revenue. The company’s most valuable asset was Teradata, a data warehousing software that had little to do with NCR’s business. And the company lacked the strategy or infrastructure to adapt to the technological changes sweeping the world. There was a lot to do.
