Last time, we discussed several roadblocks to successfully executing this strategy for ADI, such as limited world-class software talent, disappointment with Analog Garage, and the lack of top-class talent wanting to work at the Limerick Catalyst facility. The VPs and SVPs might be too detached from customers, among other issues. What do you need to see from the outside to become more confident that they can successfully execute this strategy? Do you have anything in mind that could increase your confidence?

They should decide to be a software company, with an actual software branch or department, staffed with software professionals. At the top management level, seeing an SVP, VP, etc., who have experience in industrial software or managing it would be a strong sign. One of the things we discussed is that having the Catalyst in Limerick is a strong statement, but it's hard to attract talent there. You need talent working remotely, which will likely be the majority. There's a culture of industrial software that needs to emerge in ADI.