We're long past having to defend or explain why women should be on boards, given all the data that shows how companies with female as well as male directors perform better. It's unfortunate when companies with a large percentage of women constituents don't reflect that in their boardrooms.

Not everybody is created equal, and it's important for companies to identify those high potentials and treat them differently, accelerate their development and pay them more. That process is so incredibly important to developing first-class leadership in a company.

When I became CEO of Xerox 10 years ago, the company's situation was dire. Debt was mounting, the stock sinking and bankers were calling. People urged me to declare bankruptcy, but I felt personally responsible for tens of thousands of employees.

Most of my career has been in sales. I spend 50% or more of my time with customers and employees, and I can't wait for it to be more than 50%.

I’ve worked so hard, I’ve won a lot in my junior career, did great things in my amateur career, was 6-0 in match play in NCAAs, won NCAAs two years in a row, got third individually one year, and now I have three wins out here on the PGA Tour."

I'm rebelling against being handed a career, like, 'You're the next this; you're the next that.' I'm not the next anything, I'm the first me. I can't be myself, I can't just be Idris Elba. But that's just the nature of the business.

I didn't make any mark on Barcelona. It was a blip in my career in terms of what I did as a coach.

As someone who's been lucky to have a great career in tech, I know how creative and fulfilling a career in this industry can be for women. And I want to make sure we continue to recruit and retain great female hires.