I turned Compaq from a small company with troubles into a computer powerhouse. We can do the same at Intershop.

I like the challenge of growing small companies into big global companies.

We are reinventing ourselves as a company. Compaq is taking ownership of its customer relationships and accountability of our customer's needs.

I admit that the direct model has done a lot for Dell. That's the only thing the company has ever really accomplished.

I see Intershop as a leader in the E-commerce digital economy and believe the company has truly long-term potential.

Sometimes it's more difficult to achieve a 10% cost reduction than it is to tell people they have to achieve 50%. Small incremental steps block your view of doing something fundamentally different.