Finance is critical. If sufficient investment is made in infrastructure and venture capital is made available, there will be a big improvement in the situation.

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.

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

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

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

I have a high degree of confidence about India's growth potential in IT.

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

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.

There are companies that are cutting their costs by over 50% by offshoring.

As I said before, a big part of my strategy says - and the management team I think is in agreement with this - we don't have to be out there with a lot of noise all the time. What we need to do is paint a vision for customers, promise them deliverables, and go hit at it.

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

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.

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.

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.

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.

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.

Finance is critical. If sufficient investment is made in infrastructure and venture capital is made available, there will be a big improvement in the situation.

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.

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.

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.

Finally, I have to say that the most surprising aspect has been the speed at which the folks in India adapt to Western practices. They learn fast, really, really fast.

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.

So let's say you're using XYZ product and you want to do something very sophisticated. You subscribe to this thing, you hit a button, and a CA expert pops up in video.

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?

Clients do not expect the infrastructure to be any less reliable just because the service is being delivered from an offshore location; thus, the uptime requirements justify the expense.

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

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

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.

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

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

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.

Finance is critical. If sufficient investment is made in infrastructure and venture capital is made available there will be a big improvement in the situation.

Our strength in finance has led us to set up an international financial centre with medium and long-term objectives, especially to develop Islamic financial and insurance services.

We came from a family where we ran our own small business. Our dad made his own products. We made our own sausages, our own meatloafs, our own pickles. Dad had to do everything himself. He had to figure out how to finance his business.

My expertise was in public finance, particularly corporate taxation, since I had worked at the US Treasury.

I've been writing a lot, I've a few projects I'm trying to finance, I do some acting, I do some directing... Apart from that, if I could get lower that a ten handicap on my golf game I'd be thrilled.

If it isn't the sheriff, it's the finance company; I've got more attachments on me than a vacuum cleaner.

Let's not overlook, though, what we do know about the campaign finance scandal, and the fact the Chinese were involved in our presidential campaign and our congressional campaigns.

People just want to hear some common sense... and I bring to bear the experience in local government and state government and national government - I was the first woman in history on the Senate Finance Committee - not to mention the diplomatic international experience.

But now, more and more, its society is concerned with economy and finance.

I wanted to make Jerusalem as feature film. But we couldn't finance it only through theatrical release, we couldn't get all the money we needed. We had to get some money from television. So we said, ok, let's do it both ways. So we did it in four parts.

Look, Congress has allocated more money to finance the upcoming Iraqi elections than it has for the American elections. There's something wrong with that.

Masood Ahmed brings to the position of director of external relations extensive experience gained in a range of senior positions in international finance and development.

I turn up in Los Angeles every now and then, so I can get some big money films in order to finance my smaller money films.

The war we are fighting today against terrorism is a multifaceted fight. We have to use every tool in our toolkit to wage this war - diplomacy, finance, intelligence, law enforcement, and of course, military power - and we are developing new tools as we go along.

These heroes of finance are like beads on a string; when one slips off, all the rest follow.

Three years after starting, by physically doing everything from raising the finance to special effects, we'd finally cobbled together our low budget film.