SANJAY KUMAR

Well, if you look back, in almost two and a half years, the biggest change probably was in late 2000 when we decided to totally change the CA business model.

We have believed at CA that consolidation of this industry is something that was required ten years ago.

There is nothing in the company that is either above or below me, as far as I'm concerned.

But the real focus should be on people who are buying today because the base is so big it will take a long time for any change materialize on an overall basis.

Well, the security business has been growing. I think security is one of those areas where it's to some degree not linear but maybe exponential growth.

I'm equally comfortable in getting out there and taking a stand when I have to take a stand.

Failure is unfortunately as common as success.

So in 2000, when we changed the business model and started really focusing on that triangle and putting the customer in the center, we decided we should hold off - we've done enough consolidation; we've got enough critical mass.

So it's really for us about new products, because we have released a lot of new products.

So far, Indian companies have focused more on customer application. This needs to shift to packaged software for sectors such as banking and financial services.

Few service industries are designed to be 24x7 in India, and thus there was no 24x7 mentality.

One, we committed to put about 650 people in the field to focus totally on customer satisfaction.

India has the unique advantages of having the biggest domestic market and this should support IT companies.

It didn't make a lot of sense for us to be doing Lotus Notes implementations.

Some story appears in some newspaper that says that somebody said X, Y, and Z, and a customer says, I don't understand what they're talking about - we're running that product, we've been using it for five years, what are they talking about?

To me, it's really important to drive change through a team because one person, while the buck has to stop with somebody, the company is just too big for one person.

Companies are starting to measure how effective their customer service is and trying to understand what they can do to improve the customer service process.

I think that a lot of companies are still amazingly price sensitive.

Today we're focused on small acquisitions to add technology where necessary. I think it's fair to say we're not out looking for a large one, but I think it's also very fair to say that as a public company you can never say never.

I'm very comfortable in having a strong team. I'm very comfortable in sharing the limelight with the team.

So if you're a customer today, the same person who came in to demonstrate the technology for you and helped you architect the solution before you bought it is likely going to be leading the team to help you do the implementation.

That's a very critical phase in customer service because you can start to really understand what part of customer service has value to customers and what part is bothering customers.

Clearly, every company needs a leader. That's an important part of being the CEO of the company.

We will announce a new offering, where you can get a CA expert on your PC live, via video, on a range of topics about a product.

And I'm comfortable being who I am, so I think a lot of people who take over from a founder worry about how they compare to the founder; I worry about doing the best I can.