Introduction of Ed Zander:

Speaker_02 introduces Ed Zander as a veteran in the technology sector with 35 years of experience. Zander has been a key player in several significant shifts in technology, from mainframes to the internet. He’s also known for popular campaigns like “Hello Moto” and “Dot-in-Dot-Com,” which propelled Motorola and Sun Microsystems into the limelight.

Ed Zander’s Previous Misstep:

Ed Zander recalls a faux pas from a previous presentation four years ago, where his dismissive comments about Apple’s Nano hit the media and led to PR chaos for Motorola. He mentions being cautious this time around, particularly since he’s not currently employed and thus less constrained in his speech.

Criteria for Choosing Larry Ellison:

Zander elaborates on why he chose Larry Ellison for the current discussion. His criteria included longevity in the industry, building a relevant company, facing and overcoming challenges, and repeatedly taking on large competitors. Zander also emphasized qualities like vision, courage, risk-taking, and passion.

Oracle’s Journey:

Zander highlights Oracle’s 32-year history, stating that Larry Ellison founded the company with just $2,000. He rode the minicomputer wave in the ’80s, faced and overcame significant challenges in the late ’80s, and grew Oracle into a software giant. They’ve made 56 acquisitions amounting to $30 billion in recent years and are now the number two software company in the world, with over $20 billion in sales.

Ellison’s Unique Position:

Larry Ellison is noted for being the longest-running tech CEO who has been at the helm for 32 consecutive years. Zander anticipates that Ellison is not done yet and has more years of industry impact ahead of him.

The segment serves as a comprehensive introduction to Larry Ellison, setting the stage for a deeper discussion on his life, contributions, and the tech industry at large.

Initial Technical Issues:

The presentation starts with some technical difficulties. Larry Ellison’s microphone isn’t working initially, which he jokingly attributes to a “Microsoft software problem.”

Physical Appearance and Hobbies:

Both speakers exchange pleasantries about looking good and what they did over the weekend. Larry mentions playing tennis with Tommy Haas as preparation for this meeting, although he lost the game.

Request for a Boat Ride:

The conversation shifts to a more humorous tone, as the other speaker asks Larry for a ride on his boat. They discuss whether the other speaker is interested in Larry’s sailboat or powerboat, eventually settling on the sailboat.

Search Engine Popularity:

The other speaker reveals that Larry Ellison appears in approximately 3.38 million search engine results, but that he didn’t find anything particularly useful or interesting in them.

Larry Ellison Fan Club:

One fact stood out in the search results: Larry Ellison has a fan club on Facebook with only 181 members. This is highlighted as rather disappointing, especially compared to the 105,000 employees the speaker mentions Larry having after a recent acquisition.

Security Concern:

The segment ends with a light-hearted suggestion from the other speaker that Larry should have security check out the members of his small fan club on Facebook.

Overall, this part of the transcript serves as an introductory segment filled with light banter before the main discussion starts. It doesn’t delve into substantive topics but sets the tone for a friendly and candid conversation.

Initial Capital and Early Goals:

Larry Ellison clarifies that he didn’t invest the entire $2,000 to start Oracle; it was a collective contribution from himself and partners Bob Minor and Ned Oates. Ellison emphasizes that their initial goal was not necessarily to get rich, but to create a small consulting firm, work with interesting people, and do interesting things. The focus was on a quality work environment.

Oracle’s Early Days:

Oracle started as a software consulting company with just four employees, doing contract programming for tech giants like IBM and Tandem Computer. The idea was to establish a small but competent software contracting firm where they could control their environment.

Birth of Oracle Database:

Ellison explains that the inception of Oracle as a database company was influenced by groundbreaking IBM research papers by Ted Codd on relational databases. Conventional wisdom at the time, even within IBM, was that relational databases could not be made to perform efficiently enough for commercial use.

Disproving Conventional Wisdom:

Ellison challenged this notion, asserting that there was no inherent reason why relational databases couldn’t perform as well as conventional ones. He explains the difference between the physical and logical data models, emphasizing that they had managed to decouple these to achieve performance.

The Benchmark Moment:

The turning point for Oracle was when they ran a database benchmark on a PDP-11 minicomputer for the Central Intelligence Agency (CIA) and found Oracle to be the fastest database on that system. This was the moment Ellison knew Oracle had significant commercial potential.

A Hundred Million Dollar Revelation:

After the successful benchmark, Ellison recalls telling their contract accountant that Oracle was worth $100 million. Although they only had about $6,400 in the bank at the time, the success in the benchmark made Ellison realize Oracle’s potential value.

The overall segment reveals Ellison’s journey from modest beginnings to the realization that he had created something extraordinary. His focus on quality and challenging the status quo played a key role in Oracle’s monumental success.

Competition and Confidence:

Larry Ellison expresses strong confidence in his sailing team, stating they have the “fastest boat” and the “best crew”. He believes they would win the upcoming America’s Cup if it’s a fair race, with fair rules.

Legal Battles:

The race is complicated by ongoing court issues. Ellison suggests that the opposing Swiss team, Team Alinghi, is uncomfortable racing against his team’s star sailor, Russell Cootes. This has led to disputes over rules, which Ellison describes as heavily tilted in Team Alinghi’s favor, prompting legal action.

Russell Cootes:

Ellison holds Russell Cootes in high esteem, calling him the “greatest competitive sailor in the history of racing”. Cootes’ record in the America’s Cup is unbeatable, and he is a key asset to Ellison’s team. The recruitment of Cootes has apparently intensified the rivalry between the teams.

Technological Edge:

Ellison’s boat is cutting-edge, built with advanced carbon fiber technology that surpasses even the aerospace industry. The boat has hydrofoils that allow it to lift completely out of the water when sailing. The mainsail is compared in size to the wings of an Airbus A380, contributing to its speed and power.

Boat Speed:

The boat is capable of speeds up to 50 knots or around 60 miles per hour, which Ellison notes is faster than any vessel in the U.S. Navy. The high-speed, coupled with its advanced technology, makes the boat “inherently unstable.”

Passion for Competition:

Finally, Ellison reflects that his passion for sailing mirrors his passion for business. He mentions that Oracle, like his sailing team, thrives on competition. The desire to win and succeed drives both his professional and personal endeavors.

Overall, the segment showcases Ellison’s high-stakes involvement in competitive sailing, emphasizing his unwavering belief in his team, the technological innovations of his boat, and the hurdles they face due to contentious rules and legal battles.

Self-Discovery and Limits:

Larry Ellison opens by discussing the human desire for self-discovery and pushing one’s own limits, whether in sports or business. This underlying theme appears to inform his broader business strategies.

Role Models in Business:

When asked about Oracle’s pivot to systems through the acquisition of Sun Microsystems, Ellison cites his admiration for T.J. Watson Jr.’s IBM. Ellison sees this IBM era as the pinnacle of combining hardware and software to dominate enterprise computing.

Systems, Not Hardware:

Larry Ellison clarifies that Oracle is not interested in entering the hardware business per se, but rather the systems business. He argues that Oracle aims to become a backbone for enterprises globally by creating systems that require both hardware and software, similar to companies like Cisco.

Competition with IBM:

Ellison asserts that Oracle has already beaten IBM in software and aspires to beat them in hardware or systems as well. He argues that the combination of Sun and Oracle technologies would help them outcompete IBM.

European Union and Regulatory Hurdles:

On the topic of the European Union’s review of the Sun acquisition, Ellison expresses confidence that they will find the deal pro-competitive, as the U.S. government did. He explains that he feels this way because Sun’s technology is unique and could compete with IBM.

Commitment to Open Source and MySQL:

Ellison assures that Oracle is a supporter of open source technology and that there are no plans to spin off MySQL after the acquisition. He highlights that Oracle and MySQL serve different markets and that the acquisition was cleared by the U.S. government.

Customer Retention and IBM:

In response to IBM reportedly taking Sun customers, Ellison does not specifically comment but indicates Oracle’s commitment to Sun customers, suggesting that the ongoing process has been well-calculated.

This segment provides a comprehensive understanding of Ellison’s vision for Oracle’s growth through strategic acquisitions, his views on competition, and Oracle’s place in the evolving landscape of global technology.

Oracle’s Relationship with HP:

Larry Ellison emphasizes the strong relationship Oracle has with HP, especially given that HP uses Oracle’s databases. Despite Oracle’s performance advantages with Sun, Ellison assures that Oracle will continue to work closely with HP to optimize their software on HP’s hardware. The goal is to maintain a beneficial relationship for both Oracle and HP, as well as for their mutual customers.

Competitive Landscape:

Ellison mentions Oracle’s intention to outperform competitors like IBM and Netezza. He believes that Oracle’s systems, especially those involving Sun’s technology, are significantly faster and more efficient. This would consequently result in market share gains at the expense of IBM and other enterprise competitors.

Shift from Component Selling to Systems Integration:

Ellison criticizes the industry’s focus on selling separate tech components (like operating systems, databases, etc.), requiring customers to integrate them. He argues that a more vertical integration approach—where hardware, networking, database, middleware, and applications work seamlessly together—is beneficial. Ellison specifically contrasts Oracle and Sun’s integration at the engineering level to IBM Global Services, which integrates at the consultant service level.

Industry Consolidation:

Ellison acknowledges the possibility of industry consolidation but argues that it could be beneficial for customers as long as enough competition remains. When a few vendors offer complete systems, customers can lower their costs while still having a choice among vendors.

Oracle-Sun Merger:

The acquisition of Sun marks Oracle’s venture into systems rather than just software. Ellison highlights that Sun already has considerable expertise in areas like supply chain management and service organization. Oracle aims to integrate Sun’s capabilities with its own software strengths to offer a more complete and efficient solution to customers.

Customer Concerns:

Addressing concerns about Oracle becoming a one-stop solution for all tech needs, Ellison argues that the integration of systems will provide greater reliability and performance at a lower cost. Oracle’s history of innovation, he believes, should quell fears about the company becoming a stifling, monolithic entity.

Changing Perception of Cloud Computing:

Larry Ellison discusses how the concept of cloud computing has evolved over time. Initially met with skepticism, cloud computing is now widely adopted. Businesses like Salesforce.com and NetSuite have capitalized on this model, and even the largest technology companies like Google and Amazon are deeply involved in it. Ellison mentions that he himself is a big investor in NetSuite, indicating his belief in the technology.

The Consumer-First Trend:

Ellison observes that cloud computing adoption is seen primarily at the consumer or personal level initially. Many startups Ellison encounters are focused on cloud-based applications, indicating its impact on innovation and venture funding.

CIOs and Enterprise Adoption:

Ellison mentions that CIOs are increasingly exploring cloud computing options. They are not just looking at complete cloud solutions but also considering migrating specific pieces of software and applications to the cloud. While fully cloud-based Enterprise Resource Planning (ERP) systems are not yet common, interest is growing.

Ellison’s Objections to Cloud Computing:

Ellison points out that the term “cloud computing” is often misused or exaggerated. He argues that cloud computing is essentially computing over a network, something that has always been done. His objection lies in the ambiguity and “nonsense” surrounding the term. People often use it without understanding what it technically means, assuming that everything has now moved to the cloud.

The Physicality of Cloud:

Ellison dismisses the notion that the cloud is an abstract concept made of “water vapor”. In reality, cloud computing requires hardware and software connected to a network. He rhetorically asks whether giants like Google operate on “water vapor,” emphasizing that a cloud is just a computer attached to a network.

By dissecting the hype and reality of cloud computing, Ellison highlights the importance of understanding what it actually involves, especially as its adoption grows in both consumer and enterprise settings.

Cloud Computing: A Name Game?:

Larry Ellison argues that the shift in terminology to “cloud computing” has confused the essence of what the technology is. He emphasizes that it still involves databases, operating systems, memory, and microprocessors, just like traditional computing.

Investor Influence on Cloud Computing:

Ellison humorously describes how venture capitalists are caught up in the cloud hype. According to him, VCs are more likely to fund projects that incorporate the term “cloud,” suggesting that the term has become a buzzword that attracts investment, sometimes at the expense of understanding the actual technology.

Impact on Traditional Tech Companies:

Ellison questions the notion that the rise of cloud computing could spell the end for companies specializing in hardware components like microprocessors and memory. He argues that these components are integral to the functioning of the cloud, thereby making the notion of companies like Intel or Samsung becoming obsolete due to cloud computing illogical.

Rental Business Model:

Ellison notes that cloud computing often employs a rental or subscription-based business model, which is not a new concept. He points out that Salesforce.com was initially described as “software as a service” (SaaS) before the term “cloud computing” gained prominence.

Terminology vs. Innovation:

Ellison criticizes the tech industry’s penchant for rebranding existing technologies with new terms as a substitute for true innovation. He likens this to fashion trends, where a simple change in terminology or color can be presented as something revolutionary.

By challenging the popular discourse around cloud computing, Ellison urges a more nuanced understanding that goes beyond the buzzwords, emphasizing the continuities with existing technologies and business models.

PCs as an Analogy for Mobile Internet:

The speaker uses the advent of PCs as an analogy to discuss the potential impact of mobile internet on enterprise businesses. Initially, PCs were considered toys but later became integral to corporate environments, replacing dumb terminals. This shift implies that mobile technologies might follow a similar trajectory in the corporate world.

Consideration of Broadband and Cloud:

The speaker acknowledges the ubiquity of broadband and the prevalence of cloud technologies, citing Google’s maturity with Android and Chrome. The narrative suggests that the blend of high-speed internet, cloud computing, and advanced software could reshape how businesses operate, making mobile internet an essential component.

Oracle’s Potential Role:

The speaker poses a question about Oracle’s role in this evolving landscape. If Oracle succeeds with its software stack, as seen with the acquisition of Sun Microsystems, does it need a “delivery vehicle” in the realm of mobile internet? The underlying question is whether Oracle should cede control of this sector to other major players like Microsoft or Android, or actively participate to secure a portion of the enterprise market.

Ellison’s Perspective on Network Complexity:

Larry Ellison reflects on his earlier concept of the “network computer,” emphasizing that complexity in modern computing should reside in the network—or “cloud,” as it’s now called. He argues that this centralized complexity mirrors other utility networks, like electricity or water, providing a framework for how Oracle might engage with mobile internet technologies.

Terminology and Technology:

Ellison reiterates that the terminology—be it “cloud,” “internet,” or “software as a service”—doesn’t matter. What matters is the actual technology and the roles they play in enterprise solutions.

The dialogue suggests that as mobile internet continues to evolve, its impact on enterprise solutions could be significant, providing Oracle and other tech companies with both challenges and opportunities. Ellison’s perspective on network complexity offers a foundational view on how Oracle could position itself in this dynamic landscape.

Network Simplicity vs. Complexity:

Larry Ellison draws a parallel between utility networks like water and electricity and the computer network. He suggests that although the core network might be complex, the end user interfaces—like a faucet or an electrical plug—are simple. Ellison predicts that computer networks will evolve similarly, with all the complexity hidden in the network itself, making it easy for users to plug into a variety of devices, which he terms “network computers.”

Role of Java in Devices:

When asked about Oracle’s involvement in Java, Ellison points out that Java already exists on billions of devices—ranging from Kindles to Blackberries. Java-enabled internet browsers further extend this reach. Ellison positions Java as the “lingua franca of network computers,” indicating its critical role in enabling a variety of devices to plug into the internet and access cloud-based applications and data.

Oracle as an ‘Arm Supplier’:

In response to a query about the possibility of an Oracle-powered device, Ellison clarifies that Oracle prefers to be an ‘arm supplier’ to all device manufacturers. He emphasizes the importance of keeping Java as an open standard, wishing to see it on all sorts of devices—cell phones, desktops, laptops, and even specialized devices like Kindles.

Oracle’s Core Strength:

Ellison explains that Oracle’s strength lies not in the device itself but “on the other side of that wire” or wireless network. Oracle excels in managing information, serving applications, and analyzing data within the complex network.

Future Challenges for Java:

The conversation closes with an acknowledgment that Java faces challenges in the evolving space of mobile internet, leaving room for future developments to address these issues.

Ellison’s insights provide a window into Oracle’s strategy in the increasingly important mobile internet sector, with Java positioned as a critical component for the company. The focus is on keeping Java an open standard and capitalizing on Oracle’s core strengths in managing complex networks rather than device manufacturing.

Microsoft’s Relevance:

Larry Ellison considers Microsoft still relevant but focuses on their shift towards consumer-centric products. He notes Microsoft’s emphasis on products like Xbox and Zoom and their competition with Apple and Google. Despite making much of their revenue from the business sector, Ellison believes Microsoft’s primary interest lies in the consumer space.

Oracle’s Competitive Focus:

Ellison states that Oracle is concentrating its competitive efforts on IBM, noting that “you’re destined to be most like those enemies you select.” He distinguishes between IBM’s focus on businesses and governments and Microsoft’s consumer orientation. SAP is identified as Oracle’s second key competitor, against which Ellison feels they have been gaining share successfully.

Technology Interests:

When asked about new technologies that excite him, Ellison focuses on the transition in storage technology, particularly Flash. He mentions Oracle’s Exadata database machine, which includes a component called Exadata storage server with flash cache. Flash allows for the rapid accessing of data, positioning Oracle to be successful in the storage market.

Economic Outlook:

On the topic of economic recovery, Ellison shares his view that it will be “L-shaped,” meaning a decline followed by a flat period without rapid recovery. He suggests that fundamental changes are occurring that make a swift upturn unlikely.

In summary, Ellison provides insights into Oracle’s competitive landscape, revealing that IBM is their primary target. He also discusses Microsoft’s strategic shift towards consumer-focused technologies and shares his views on the potential impact of Flash in storage technology and an L-shaped economic recovery.

Consumer Debt in America:

Larry Ellison emphasizes that the American consumer is deeply in debt, a concern echoed by The Economist magazine. Ellison suggests that this issue is unlikely to improve in the near future, with a likely time span of five years before consumers recover. He notes that the American saving rate has risen above 5% for the first time, a sign that consumers are more focused on paying off debt rather than spending.

Consumer-Based Economy:

Ellison points out that the American economy is largely driven by consumer spending, constituting 70% of economic activity. He argues that because of the high levels of consumer debt, the U.S. is unlikely to be the engine for global economic growth moving forward.

Government Focus and Spending:

Ellison, who identifies as a voter for President Obama, expresses surprise at the magnitude of government spending under the Obama administration. He mentions the $800 billion stimulus package and a trillion-dollar healthcare bill as examples, and suggests that the administration is primarily focused on fairness and universal healthcare, which though well-intended, will be expensive.

Cap and Trade and International Relations:

Discussing cap and trade, Ellison warns that implementing it would necessitate tariffs on imported goods. He explains that making energy expensive in the U.S. would drive manufacturing overseas unless tariffs were put on goods coming from countries like India and China, who have not committed to controlling their CO2 output.

China’s CO2 Output:

Ellison states that China is the leading producer of CO2 globally. He notes that China would be able to increase their CO2 output by a factor of four before agreeing to any form of caps, adding complexity to international efforts aimed at climate change.

Technology and Innovation:

Ellison advises young entrepreneurs to consider fields other than computing for groundbreaking innovation. He believes that the computer industry is maturing and undergoing consolidation, thus limiting opportunities for disruptive startups. He sees biotechnology as a more promising field for innovation.

Personal Regrets and Future Trends:

When asked about professional regrets, Ellison humorously mentions a mistake related to not productizing Oracle on MS-DOS. On advice to young entrepreneurs, he stresses the importance of entering high-innovation fields, citing biotechnology as an example over computing.

Five-Year Plan:

Larry Ellison, the primary speaker, elaborates on Oracle’s next five-year plan after successfully completing their previous one. The company aims to continue its upward trajectory, aiming to exceed a compounded growth rate of 20% per year in earnings. Despite facing challenges like a tough economy and a tech crash, they are optimistic about achieving their new targets.

Legacy Reflection:

When asked about his legacy, Ellison says he hasn’t given it much thought. However, he expresses a desire for Oracle to become a significant player in the Information Age, potentially succeeding IBM. He would find satisfaction in knowing that Oracle technology powers most of the world’s information storage and retrieval.

Future Investments:

Ellison discloses his interest in buying a sports team, although he has had no success in securing a basketball or football team. He humorously suggests that he might end up buying a tennis tournament instead.

Global Tech Leadership:

Ellison believes the next generation of tech leaders will come from all over the world, especially countries focusing on producing more engineers, mathematicians, and scientists. He points out that while the U.S. is making strides in college graduation rates, it lags behind countries like China and India in technology-related fields.

Philanthropy:

Ellison mentions his involvement in philanthropic efforts, including a medical foundation and an education initiative in India. These foundations aim to improve healthcare and educational opportunities respectively.

Public Interaction:

The discussion also involves moments of humor and engagement with the audience. Questions range from future plans to buy sports teams to the source of the next generation of tech leaders. Larry Ellison provides candid, often amusing responses, maintaining an approachable demeanor.

The segment gives a comprehensive look into Ellison’s perspectives on Oracle’s future, his personal legacy, and broader trends in technology and leadership.

Philanthropy Challenges:

Larry Ellison emphasized the importance of comprehensive involvement in philanthropic efforts. He noted that merely donating money isn’t sufficient; true philanthropy requires addressing core issues. He cited the experience of bringing computers to rural villages in India and realizing that children needed food and clean water before they could engage in learning.

Net Neutrality Stance:

Larry Ellison expressed skepticism towards government regulation in the domain of net neutrality. He advocates for free markets and believes that businesses should have the autonomy to price their own services. His viewpoint essentially opposes government intervention in setting prices for companies like phone service providers.

Business Models in Cloud Computing:

Larry Ellison addressed the transition of ERP (Enterprise Resource Planning) systems to cloud-based solutions. He indicated that his company has already offered cloud-based ERP services for a decade. According to Ellison, the essence is not in the terminology but in the business model where services are rented rather than sold.

Corporate Culture:

Ellison debunked the common perception that Oracle is primarily a sales and marketing company. He emphasized the company’s focus on engineering, stating that Oracle is a large employer of MIT, Caltech, and Stanford engineers. He contends that the company’s success is fundamentally tied to its strong engineering focus.

Operating Systems – Solaris vs. Linux:

Ellison presented Solaris as a more mature operating system compared to Linux. While Oracle supports both, Solaris is positioned for larger systems. The company had initially backed Linux due to its compatibility with smaller, Intel-based computers.

Product Engineering Focus:

According to Ellison, Oracle spends significantly less on marketing compared to other companies of its size. He highlighted that Oracle’s key to growth is not sales tactics but the product itself, stating that the majority of their sales are to existing customers, which implies that product quality is crucial.

Systems and Storage:

Ellison clarified that Oracle is involved in computing, networking, and storage, mentioning their Exadata system as an example. He conveyed that Oracle is well-diversified across these technological domains.

These insights together paint a picture of Larry Ellison as a thought leader who emphasizes holistic solutions, be it in philanthropy or technology.

Consistency in Leadership:

Larry Ellison has been at the helm of Oracle for 32 consecutive years, an unusual feat in modern corporate America. He started the company in 1977 with $2,000 and three employees. Fast-forward 32 years, Oracle now has a market capitalization well over $100 billion and approximately 105,000 employees.

Phases of Evolution:

The question directed towards Ellison sought to uncover how Oracle has evolved from its inception in 1977 through to its IPO in 1986 and until the present day. While Ellison did not break down the journey into discrete phases, he emphasized that his role in the company has been continually evolving.

Focus on Engineering:

Ellison highlighted that one constant throughout his tenure has been his focus on engineering. Unlike other departments such as sales, marketing, or support, engineering has always directly reported to him. He believes that developing the right products, recruiting the right engineers, and having the right organization are key for the company’s success.

Measuring Success Through Products:

The Oracle founder’s philosophy is that good products naturally do well in the market while bad products don’t. His perspective underscores the idea that at the core of a technology company’s success is its product development strategy.

Company Size and Complexity:

Ellison pointed out that the job of managing a four-person startup is vastly different from overseeing a company that, post-merger with Sun Microsystems, has ballooned to around 105,000 employees. Despite this growth and complexity, his central focus on engineering has remained unchanged.

In summary, Larry Ellison attributes his long-term leadership and Oracle’s success to a constant focus on engineering and product development, even as the company has grown in size and complexity over the years.

Near-Miss Acquisition:

Larry Ellison discussed the acquisition of Sun Microsystems as a crucial moment for Oracle. He revealed that it was a last-minute decision and that they almost missed the opportunity. Ellison valued Sun for its pool of engineering talent and existing intellectual property, which was unlike anything else in Silicon Valley at the time.

Strategic Benefit:

Ellison emphasized that the acquisition of Sun allowed Oracle to expand its portfolio beyond software. It added microprocessor technology, networking technology, and storage technology to Oracle’s offerings. This allowed the company to deliver more complete systems, rounding out what was previously a software-only portfolio.

Regrets and Opportunities:

When asked if there was any deal he regretted not making, Ellison pointed to the Sun acquisition as the closest one that almost got away. He did not elaborate on other missed opportunities, but it was clear that the Sun deal was highly strategic for Oracle.

Personal Accolades and Closing:

The conversation ended with the host expressing admiration for Ellison, saying it was a privilege to sit with him. The host’s comments highlighted Ellison’s influence and stature in the Silicon Valley community over the last 25 years.

Final Moments and Acknowledgments:

As a gesture of appreciation, Ellison was presented with a Churchill Club t-shirt. The host also thanked Oracle, SVP, and CSC for making the event possible and wished everyone a safe journey home.

In summary, Ellison viewed the Sun Microsystems acquisition as a critical juncture for Oracle, one that almost slipped away but significantly shaped the company’s product portfolio. The closing segments of the talk also served as a nod to Ellison’s long-lasting impact and influence in the technology industry.