Speaker unverified: belief

Transcript context

…Yeah, except it’s not true. Boeing has commercial and government. Well, they probably have commercial and government, but they don’t have 707, 747, 757. They don’t divide. If we divide up by fab, it would be like dividing up 707 from 757, 737. Anyway, Don Brooks’ attempt was in 1996. By 2005, Rick Tsai decided to check the same ground. Well, he did. This time, I didn’t stop him. My idea, my principal, I was the chairman and not the CEO, was sometimes you have to let the CEO make his own mistakes and learn from them. Of course, not if the whole company is going down the drain. You have to interfere then, but only then. Anyway, that was the background. Two groups when I came back to be the CEO—the advanced group and mainstream group. And each group had a small business development section, 30 or 40 people. I think advance had more, a bigger group than mainstream. All right. I wanted to combine the two operation groups. I also wanted a real marketing. I didn’t call it marketing. I decide to use business development in English because it has a good translation in Chinese. Now I’ve decided to combine the two operation groups. Now back in 2009, when I decided to combine the two groups, I think the advanced group had something like 10,000 employees. The mainstream group had little less, but also 7000 or 8000 employees. And the mainstream group, just because we haven’t explained this concept yet, is taking those older fabs that have the higher nanometer nodes, and they’re finding customers that don’t necessarily need the leading edge to automotive parts, or it’s CMOS sensors for cameras, and finding customers to keep the utilization high on those older fabs from previous generations.…

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