You have got to get the strategy right; you have to get the operations right - lined up from R&D out to the field.

Executives need ample flexibility to respond to the market. That means both reducing costs and increasing innovation.

There's a powerful tendency to overcomplicate the whole notion of leadership.

My objective with strategy is to be very repetitive, to be somewhat boring, to allow people to coalesce behind a common direction.

I want a guy who's going to be accepting of - one, my big 'ol, loud Mexican family - and also my career, because it's a lot. I don't want someone who's like... 'Oh, you don't have time for me'. Like, I want somebody who's sure of himself and gonna be like, 'Okay, you go do your thing, and when you come back, we're good.'

I don't see life without a musical career. I really enjoy doing what I do.

One thing I took - you know, especially from boxing at a young age - from my coach was, if you're a jiu-jitsu guy, and you only cater your training to jiu-jitsu, there's going to come a day and time in your career when you face a guy who is a great wrestler, has great takedown defense, and he's going to make you look silly.

I started this job in 1995, and I felt the same pressure in my first day, with my first team, Reggiana, in the Second Division, as I feel now. Nothing has changed, but what changes are the number of games, especially for top teams. For this reason, the work has pressure. But only this.