David Rosenthal: prediction

Transcript context

…It's also what an incredible privilege to be in a position where you get to pick your customers based on who you think is going to be the most successful with your product. Yeah, totally. Remember though, Don's working at Fairchild. He's taken them from a couple of million in revenue to over $150 million in revenue, and this is like the late 50s early 1960s, so $150 million wasn't just $150 million back then. Remember though, Fairchild, it isn't an independent company; it's a subsidiary of this Long Island based east coast conservative Camera and Instrument Corporation. Every time that Don is working on building a new customization and application, a new market that Fairchild wants to enter, he has to go to the board of the company and get their approval for what they're doing. Don says, “That goes well enough, incentives are aligned.” Of course, Fairchild wants the company to grow and do well. But Don gets this idea, he's like, “We could really accelerate our market and our partners that were working with. A lot of these applications companies are new entities that are integrating our technology into a full solution for a given industry. They're getting off the ground. We could really accelerate things if we invested in these companies and help them build themselves, because the bigger they get and the faster they get bigger, the more sales they’re going to have, the more sales we're going to have. ” Right, it's this ecosystem mindset. We need to help invest to build the ecosystem around our products.…

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