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