--- title: Qualcomm CEO Cristiano Amon on the Future of AI, China, and More description: Amon talks to TIME’s Sam Jacobs about how Qualcomm became a leader in semiconductors, his trip to China with President Trump, and why he thinks doing business is like fighting in the Colosseum. canonical: https://time.com/collection/the-ceo-moment/2026/qualcomm-cristiano-amon/ article:content_tier: free article:published_time: 2026-07-21T16:00:37.000Z article:modified_time: 2026-07-21T16:05:56.418Z article:section: Business og:title: Qualcomm CEO Cristiano Amon on the Future of AI, China, and More og:description: Hear why Amon thinks doing business is like fighting in the Colosseum og:url: https://time.com/collection/the-ceo-moment/2026/qualcomm-cristiano-amon/ og:site_name: TIME og:image: https://static.time.com/v3/assets/bltea6093859af6183b/blt7ff987a1b189a71e/6a5e3ed7071f3c0150886ad8/Amon_6_(color_corrected).jpg?branch=production og:image:width: 1920 og:image:height: 1080 og:image:alt: Qualcomm CEO Cristiano Amon on the Future of AI, China, and More og:type: article twitter:card: summary_large_image twitter:title: Qualcomm CEO Cristiano Amon on the Future of AI, China, and More twitter:description: Hear why Amon thinks doing business is like fighting in the Colosseum twitter:image: https://static.time.com/v3/assets/bltea6093859af6183b/blt7ff987a1b189a71e/6a5e3ed7071f3c0150886ad8/Amon_6_(color_corrected).jpg?branch=production --- Jul 21, 2026 # Qualcomm CEO Cristiano Amon on the Future of AI, China, and Why He Thinks Doing Business Is Like Fighting in the Colosseum > Sponsored content. 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Terms and conditions apply. * Savings buckets are a feature of Ally Bank's Savings Account. * No ATM fees from Ally Bank at Allpoint and Moneypass ATMs plus we reimburse for fees charged by other ATM owners nationwide up to $10 per statement cycle. * Early direct deposit offers eligible direct deposits up to two days sooner. * Spending buckets are a feature of Ally Bank's Spending Account. by [Sam Jacobs](https://time.com/author/samuel-p-jacobs/) ## Sam Jacobs Editor in Chief of TIME ## Video: Qualcomm CEO Cristiano Amon on the Future of AI, China, and Why He Thinks Doing Business Is Like Fighting in the Colosseum [Watch (HLS stream): Qualcomm CEO Cristiano Amon on the Future of AI, China, and Why He Thinks Doing Business Is Like Fighting in the Colosseum](https://cdn.jwplayer.com/manifests/XFTLXZoR.m3u8) (28:57)  _Published 2026-07-21. TIME editor-in-chief Sam Jacobs interviews Qualcomm CEO Cristiano Amon for this episode of The CEO Moment._ Those who are bullish about the future of artificial intelligence imagine a day soon when consumer products are finally able to match the potential capabilities of the technology. Among the companies determining that future is [Qualcomm](https://time.com/collection/time100-most-influential-companies/2026/Qualcomm/), the semiconductor leader whose chips power many of the devices in our lives—from smartphones to automobiles. Cristiano Amon, who marks his fifth anniversary as CEO this summer, is responsible for steering the 41-year-old communications company through a pivotal moment. He recently joined [THE CEO MOMENT](https://time.com/collection/the-ceo-moment/2026/), our new interview series featuring some of the world’s most influential business leaders, to talk about his trip to China with President Trump, where AI is heading next, and how he plans to keep his company competitive. **You've said, I tell my team, we are in the gladiator business. Do you honestly say that?** The reason I use this analogy is because if you’re a gladiator, you go to the Colosseum, There's going to be three outcomes: You're going to win, you're going to lose, or you're both going to lose. So you go in, you have a 33% chance of success. If you win, the only thing you accomplished, you can go to the Colosseum one more time. **You've also said that whatever people believe** [**AI is going to be**](https://time.com/article/2026/07/15/world-models-are-ai-s-next-frontier/)**, it's probably going to be bigger. What makes you so sure?** Back in the 2000, people said the internet's going to be big…If you look now, 26 years later, the internet is way bigger than people thought—by an order of magnitude. It's probably been underhyped in the long run. **You envision a world where humans interact with information that moves beyond smartphones. History makes me question this. So far these devices have failed to take off. Can you convince me now that that future that we've been waiting for is finally here?** I have 40 different designs today of people doing personal AI devices. There are companies doing glasses, which is obvious. There’s jewelry, pendants, pens, bracelets, watches…Will all those things pan out? I don't know. I tell you what, right now I'm very comfortable making one bet. Glasses will because this is prime real estate. It's close to my eyes, to my ears, to my mouth. **Is it important for you for Qualcomm to be seen as an AI company?** The future of computing is AI. So by definition, if we're a computing company, we're going to be an AI company. Those things are no longer separable. **You recently accompanied President Trump to** [**his meetings**](https://finance.yahoo.com/markets/stocks/articles/qualcomm-china-trip-puts-ai-031131119.html) **with Chinese President Xi Jinping. What did the trip tell you about the future of the semiconductor supply chain?** I came out of the trip optimistic. There's value in providing semiconductors in American technology stacks to companies in China. **Should Americans be concerned if you sell advanced chips to Chinese companies?** Chips are in everything right now. Chips are in every consumer electronic device and in cars and appliances and everything…It's pretty easy to understand: Do you like American technology for America? Or do you like American technology for the world? **You present it as if there's one obvious choice, but there are lots of people who would disagree with you.** At the end of the day, it's just math…every leading semiconductor company right now has exposure in business in China. That's a good thing. ## Transcript Do you like America? Technology for America, or do you like America? Technology for the world? That's a debate we're having now, right? Cristiano, welcome to the CEO moment. As a semiconductor company, Qualcomm sits inside some of the most interesting stories happening today, from geopolitics to artificial intelligence. We're looking forward to hearing your perspective on those things. But first, you've said, I tell my team we are in the gladiator business. Do you honestly say that? And what do you mean by that? You know, it's interesting. I think what you see in technology, especially in mobile, right? Especially in mobile, that's where we came from. You know, that's what Qualcomm got placed into the map. That's what we have done in the wireless and the cellular industry. And in the mobile business, you have so many companies that became some of the most valuable companies in the world, and they went from hero to zero, right? So, so technology changed so fast. So that's like being in the Coliseum. So you have to learn. You have to learn how to become nimble, and you have to learn that success today doesn't mean anything. So that's how I use this analogy. And the reason I use this analogy is because if you're a gladiator, you go to the Colosseum, there's going to be three outcomes. You're going to win, you're going to lose, or you're both going to lose. So you go in, you have a 33% chance of success. If you win, the only thing you accomplished, you can go to the Colosseum one more time. And I think that's, uh, how we think about, uh, you know, ourselves. I think we have to work very hard. It's a very competitive market. It's very dynamic. You have to win on innovation and technology. And if you win, great. You have to do it again. Uh, success, uh, does not mean anything. Uh, because, uh, you have to win the next cycle. Whatever success you're having, it's temporary. Yeah. And I think that has been the history of Qualcomm. That's why you look after 40 years of. The company is the company had reinvented itself so many times. We're still doing it and and part of it. It's why I think this mentality is so helpful. You've also said that whatever people believe AI is going to be, it's probably going to be bigger. What makes you so sure? Look, um, I always like to do comparisons and look how things had played out in the world of technology. Let's go back to the web. Okay. Back in the 2000, when people said the internet's going to be big, and everybody that said what would be possible with the internet? If you look now, 26 years later, the internet is way bigger than people thought. But by order of magnitude, so many industries enable completely new industries, completely new companies to change. You know how the world works. It fundamentally changed. And I think AI is like that. AI is, you know, whether you people would argue, you know, I yet don't see it is that, uh, you know, it's really happening fast enough. But when you look at the potential of this technology, um, it's probably underhyped in the long run. It's a fundamental change how computers are going to be built, how we're going to use computers. There's so many elements of that. It changes the human computer interface. We can now interact the computer, the way we interact with ourselves. That's going to change devices. It's going to change our mobile devices. It's going to change the type of programs we run on the computers. You have a software to write itself. It's going to be from OS to orchestrators and agents. From application to skills is going to fundamentally change not only your phones or PC or cars. It's going to create a whole new field of robotics. It's going to change the internet. It's going to change search. So it's very big. It is. It is actually that profound of a transformation. Well, we'll get back to how big it is. But to your original Analogy about the gladiator business. You surely recognize as a CEO that a lot of the companies that were on the rise in 1999, 2000 are no longer with us today. We survived. And I think that's and I think that is absolutely the case, which means the interesting thing even about AI. I'll go back to the internet comparison. If I had said in the early days of the internet. Oh yeah, the social media winner is Orkut or the social media winner is Myspace. It is done. It's game over. No, the map is MapQuest. No. So I think I think AI is going to be like that. There's going to be there are a number of different models. There are going to be good for consumer models. It's going to be good for enterprises. There's going to be different companies that are going to provide agents. It's also true on semis and the architecture and the technology. That's why I think my gladiator mentality is to apply on a fast moving technology industry. You have to keep moving from one fight on the Coliseum to the next and to the next, because the work is not done. As the technology continued to evolve, the winners could change. Let's go back to the beginning. You were born in Campinas, Brazil. Yes. And your father was an electrical engineer? That is. Correct. How did those two things shape you? I've been born and raised in Brazil. Went to engineering school in Brazil. My father was an electrical engineer. So. So I kind of, uh, that has a little bit of an influence in me choosing that path. I also remember my father said to me, you can do anything you want when you go to college as long as engineering law school or medical school. Those were the options. So I said, if I go to law school, I'm going to have to read a lot of books. I don't want to do that. If I go to medical school, I'm going to have to deal with blood. I don't want to do this. I like science, I like math. So engineering seems like a good path. And I was interested in electronics and semiconductor and communications. I always like wireless communications. When I got out of school, it was the beginning of cellular. And I feel I've been, you know, I've been privileged to have been able to work to every single transition of cellular from analog, walkie talkie type phone all the way to now 5G and future six G. And but that's my story. You left Qualcomm in the 1990s eventually to run a company in Brazil. That company was nearly bankrupt when you took it over. What did facing that kind of failure teach you? This is a great question. I actually love talking about this. Qualcomm was a minority shareholder of that company. And, and, uh, and, and they wanted to put together a team to go restructure that company and try to make, you know, that company viable. So I volunteered to go because I always thought that, um, you know, I had experience in a fast growing company, but I want to get experience in distress environment. And I thought, you know, it would be a great, I think, management experience for me. And it turned out to be in the almost three years that I was there. Uh, I think I learned ten, uh, of experience in three years. If you're in a distressed environment, you're trying to worry about how you make payroll, how you pay taxes, and how, how you keep the lights on. What about you do you think made you seek that out? I always have this thought process that if you want to be a well executive, you need to get experience, how to grow a business fast, how to optimize the business in a steady state, and how to deal with the stress environment. And I thought that was a great opportunity. Uh, I like the challenge. I like, I like to take things that are very difficult to do. And, uh, it was a great experience for me. And I think when we stabilized the company to positive EBITDA, the operator got sold, uh, to a bigger operator. And then Qualcomm asked me to go back and go work on their semiconductor business. Well, let me ask that question a little bit differently. You've been at Qualcomm for most of your career? Yes. But what did you learn about the company that you could have only learned by leaving it. At the time? It was the beginning of broadband in cellular. This is prior to the smartphone. And actually, one of the things I did there was this first time that somebody got a megabit data speed on, on a cell phone. It was a technology that Qualcomm created at the time called EvDo. And being in that company was one of the first deployments that of EvDo in Latin America. So I always knew that the direction that Qualcomm was going, it was it was a very successful direction. Ability to predict what's going to happen in wireless. That was kind of also eager to go back to Qualcomm in San Diego after that mission was accomplished. You're the fourth engineer in a row to run Qualcomm. Do engineers make better CEOs than MBAs? Engineers make good CEOs at Qualcomm. And the reason is because we're engineering company first. I think the majority of employees in engineering, we we invest significant amounts, uh, in technology and innovation. This summer, you'll be recognizing your fifth anniversary as CEO. You started during the global chip shortage. Looking back on that period, is there anything that you would have done differently? I don't know. I think possibly. Like what? At that time, uh, we, you know, we were starting the process of transforming the company. We just had some, uh, some challenges that we had to overcome. On, on a legal battle overcoming, you know, a hostile acquisition attempt, very challenging time. And, uh, and one of the things I did at that time was I said we needed to accelerate the technology transition, uh, to be able to change the direction of the company. So we actually in the middle of the biggest adversity, which is right before the chip shortage, uh, we kind of accelerated 5G by two years, which created a new cycle in the wireless industry. And then as we deal with the transition in in the massive shortage we have on chips. I think we did the best we could to continue to be focused on the diversification of the company. One thing, if I had the crystal ball right. If we had a crystal ball, we had to make priority choices at that time. And and we decided that we needed to stabilize the company, build the adjacent business, and wait until we execute on our data center plan. In hindsight, you know, we're probably should have started back then, but. You fear you were too slow to that. We had to make priority calls and we didn't. We we didn't have all the assets that were necessary to succeed in the data center. So we kind of prioritize other opportunities. In hindsight, if I could go back in time knowing what I know today, we'll probably will find a way to accelerate our ability to build a data center. Can you envision a world where how humans interact with information moves beyond the smartphone? History makes me very nervous about this prediction. We have that company called humane and their PIN. We had Google Glass, we had specs from snap. We even had our adventures in the metaverse. None of these things really took off the way that the prophets of these devices said they would. Can you convince me now that that future that we've been waiting for is finally here? Yes. I am going to go back to history, but I'm going to go back to history a little different than you did. You have to really zoom out so you can see the whole picture when we think about transitions in mobile. So I'm going to tell two stories. One story is you had phones and digital cellular 2G. Everybody had a phone. That was the feature phone. They started showing up candy bar, flip phones and all of that. I was playing snake on my Nokia. Yes. And, uh, and then you started to see those phones getting color display. They play music and etc. on the other side, you have PDAs, you have palm PDAs. Remember the palm? The sharp. You have PDAs. So Qualcomm, we we started to think about it. This is way before the smartphone. We started to think about it. What if we combine the two. You know, we have the PDA and the phone together. So the first we put, uh, you know, a 3G card into a PDA. And then the company that we sold to Kyocera because we used to make phones, did the first palm with in a cell phone form factor. But those things were early concept. There were a lot of missing things around it. You still don't have broadband. You still don't have the ability to run a high level OS. You still don't have a mature concept of an application ecosystem, but you could see the direction that this was going when you had the ability to now do broadband. You have now a mature internet, and then all of a sudden you have the processor. You figure out, I can now make this into a computer, I can have a whole OS, I'm getting an app store and broadband and the smartphone revolution change with a trajectory that was unbelievable. And I think today we started to think about it. How could we not have smartphones, right? The first time that we work on the meta rayban glass lama didn't exist. So what was the idea? Are you going to be walking around and there's cameras and you see something you like, you press a button, you generate a story, you post on Instagram. But then something happened. Lama happened. All of a sudden I can connect to an agent. I can ask a question, translate this, read this. Who's this person? Who's that? And then you started to change it. Every new big transition, you have a lot of experimentation. Like right now I have 40 different designs today of people doing personal AI devices. There are companies doing glasses, which is obvious their jewelry, their pendants, their pens, their bracelets, their watches, everything that can connect to an agent. There's even something that looks like an alarm clock that you can talk to it. What? All of those things pan out, I don't know. I tell you right now, I'm very comfortable making one bet. Glasses will, because this is a prime real estate. It's close to my eyes, to my ears, to my mouth. When I turn my head, you see what I see. And then the real question to drive success is how much does AI mature? So that gradually workload starts to shift. So tomorrow there may be things that you do on your phone today, and it's going to be just more convenient. You may going to do an air glasses. Like you get a bill in a restaurant, you look at the bill and you say, please pay this bill right now. Uh, with my checking account. And that's it. We see some use cases that I may be talking to you. And then I have I go somewhere else and the agent will say, Cristiano, I noticed you have a break right now. Can I talk to you about a conflict in your calendar? I said yes. He said, there's this meeting that pop up, which one is higher priority? This meeting is high priority. Can I schedule the other one? Yes. Please do. And actually, I saw some applications. The agent actually call a person and negotiate a time for another meeting. So if those things start to get Ahold of new friction, people are going to interact with the computers a little bit different. And that could be a different device. I understand all the ways in which this innovation is going to bring down friction, but I also think about all the ways that it will create new types of friction. Yes. What concerns do you have about, say, privacy concerns? You're describing a world where there are recorders. All all the time in my glasses, maybe. Maybe on my ring. Everyone around me is recording what's happening, perhaps to help them live a more optimized life. But what about for those of us who don't want to sacrifice the the way some of the ways of life that we have to look. This is a. So this this is a great conversation. Let me go to the worst case scenario. Then we bring it back. Let's assume that, uh, smart glasses are going to be useful devices not only for consumers, but it could be a very useful devices for enterprises. For example, an enterprise could have an operator in an oil rig. And I'm going to say I'm just going to see his camera feed right now. So we have a bunch of different applications for this that can be very useful, can can teach people new skills or can help you as a consumer because it sees what you see and can engage with you in real time. One of the features of the upcoming transition to six G transform all of us in walking cameras in this world. So now, uh, in that case, you're going to say, well, it's better be from a trusted company with, uh, with somebody that's going to respect my private choices. But as a human, surely, you know, the feeling of sitting on an airplane or being on a subway or being at dinner, and you notice that someone's turned their phone at you and what that feels like. And the world you're describing is one where that's happening all the time to all of us. That doesn't concern you at all. This is a nascent area, area of technology transition. I think there is going to be a lot of regulation. It's still still early, but I expect that privacy, by definition, is going to, I think, to require a lot of user permission. And then there's a lot of things that yet to be decided how you're going to use this technology. That's why I think adoption of those things are probably going to be use case by use case. Is it important for you for Qualcomm to be seen as an AI company? We are no more just a communications company. We're doing computing devices. We have one of the fastest processors for smartphones. We entered the PC space. We have an incredible amount of computing in car. The car is primarily now becoming a computer on wheels and. And we're going to extend our computing to the data center. The future of computing is AI. So by definition, if we're computing company, we're going to be an AI company. Those things are no longer separate. I feel watching your appearances, watching how the company is communicating, maybe how you talk to Wall Street, it kind of pressure to say, hey, we're an AI company too. You should see that. Is that not the case? No, that's not the case. Absolutely not. We created a new business, the automotive business. Uh, investors in the very beginning were 100% skeptical. Oh, this is a crowded space. There's so many players in the automotive. You have no experience in automotive. We're now going to be the largest providers of my conductor in automotive. We just updated our our design win pipeline to $65 billion. And we have a run rate now of $6 billion. And and we're going to go to $10 billion. We don't have the need to say, look at us. We are an AI automotive company. The BMW Highway Autopilot, certified now in 60 countries, run on our. A tech that by definition is AI. Assisted driving is AI. I said this for two years ago before it was popular. AI is going to be distributed. AI is going to run on on the edge. I even said resistance is futile. Uh, and, but to many that probably interpreted, look at Qualcomm try to apply an AI sticker to their other business. That's not the case. It's happening. I want to dig into the company strategy there. On the one hand, uh, you've praised edge AI, right? This is the ability to run AI on local devices like your phone. On the other hand, you seem to be making significant challenges to companies like Nvidia and to give Qualcomm a bigger role in centralized compute running AI on the cloud. What's going on here? Can you do both these things at the same time? Yeah. Why not? Look, I go back to the company strategy when I became CEO 2021. We're primarily a mobile company, and primarily we provide Snapdragon as a processor for phones and provide a modem to iPhones. That was primarily the company's doing. That's a big business. The company. We said, we're going to take this first step. We're going to diversify the company because we believe our technology can be disruptive to everything on the edge. And we said we're going to go after automotive, the PC space. We're going to expand into broadband and we're going to go into robotics. Everything that is not in the data center. So people said, well, that's a lot. Can you prioritize one? I said, no, we we, we have the technology to do all of those markets. We built an automotive business and we're starting to be very well positioned in robotics and in broadband is now a mature business. So the next thing is we're going to extend our IP to the data center. And I think the exciting part is we have technology trends and growth in all of those different businesses. And we did this without compromising the operating margin of the company. So if we can do all of this, why not do it? And to the skeptic who says, this isn't about confidence in transformation, it's about fear over your existing business model, that this is about a dwindling handset mobile business, and Qualcomm has to invent its way out of it. It's a question that I often get asked. What are the things at Qualcomm that make this possible? And I'll start with the number one is our incredible engineering capability and technology capability that allow us, uh, to take very complex technical challenges. And for a lot of the things that we do, we develop a lot of technologies ourselves. The second thing is the culture and this culture of, of gladiator, this culture of focus on the mission is very important. The number three thing is we are used to deal with a brutal, competitive environment, brutal. So we learn how to compete. We survive in highly competitive environments. And I think that those three things combined set the foundation for us to do those things we're doing right now. Speaking of fear of failure, one of the bets you're making is on autonomous vehicles. What would it mean to Qualcomm if the success there was further into the future than you think it's going to be? No, I think we're getting there. Important to understand some of the bets that we made. First of all, we provide silicon. We provide processor for autonomous vehicles and we work with anybody stack that business is scaling right now. You have to have a very power efficient processor. It took several years to get to this point, but I think the level of technology maturity is we're now a few years away from having addressed to address supervised self driver as part of every premium car. What is a few years mean? 2028 you should expect that for a premium car, that's table stakes. You recently accompanied President Trump to his meetings with Chinese President XI Jinping. What did the trip tell you about the future of the semiconductor supply chain? It was a great trip. I felt privileged to be able to be part of the small group of CEOs that got invited. There was a formula which is about, you know, companies that have successfully done trade with China and the opportunity to actually, uh, you know, expand. I think the trade relationship, I think we have always been on the right direction of trade. I also, I believe there is value in in the strong trade relationships between us and our Chinese counterparts, because those relationships actually serve as a force of stability in the in the dialogue. I came out of the trip, uh, optimistic. There's value in providing, you know, uh, semiconductors in American technology stack, um, to companies in China. They have a global business. Uh, we have not been restricted for the business we do in China as we diversify the company, our business in China expanded from, phones to computers to automotive to industrial to even robotics. And but having said that, I think like any other semiconductor company, you have to monitor the space and you have to adapt. There are reports that you're in talks to sell chips to ByteDance, TikTok's parent company. Should Americans be concerned if you sell advanced chips to Chinese companies? Look, uh, not commenting on this, but I'm going to tell you this. Chips are in everything right now. Chips are in every consumer electronics device and in cars and appliances and everything. There's a lot of value in the United States companies. And to provide the technology to economies, not only in China, other economies that make things for the world. It's a pretty easy to understand statement when if I ask people to answer the following question do you like American technology for America, or do you like American technology for the world? That's a debate we're having now, right? You present it as if there's one obvious choice, but there are lots of voices that would disagree with you. Look, at the end of the day, it's just math. You just look of the global economy, you look at the contribution to GDP, and I'll answer the question a little bit different. Every semiconductor company that has scale have a percentage of China business, and it's just a function of GDP. The United States is the biggest GDP in the world. China is the second GDP. And then China has a lot of the companies, including American companies and other European companies and Japanese companies and Korean companies that make things in China. So this is as manufacturing becomes more geographically diversified. And that's a good thing. There's a lot of initiatives to bring manufacturing back in America to geographically diversified. That's a very good thing. But you also have to to you have to step back and you look how the world economy works. You have this interesting dynamic. You may sell a product to a European company and they or you can sell a product to a Japanese company, and the Japanese company will manufacture their product in China. So it's very easy to look at those numbers within context. I think the reality is, uh, every leading semiconductor company right now have, uh, you know, exposure in business in China. And that's a good thing. There is competition between the United States and China. So there is a debate which is not it's not our job to debate. I think, uh, we've been focused on developing the technology about, uh, are there certain enabling technologies for certain applications that you have, uh, export control? And this has been a reality of the industry for a long time. There's nothing new. And I think that continues to be part of the debate. And I think the semiconductor companies just adjusts, uh, to, to the policy we have to follow. All right. We're at the tail end of our conversation. So I'd like to do what we do with all of our guests on the CEO moment, which is what we call the leadership test. I'm going to ask you a series of questions. Give me your first answer that comes to mind. What's the best summer job you ever had? I. It's interesting. Summer in summer in America was kind of. Your best winter job, I. Suppose. My best winter job, and it has a lot to do with how I am and how I think about including my future. My best winter job is every winter my mom will send me to my relatives farms in a different state in Brazil, and I work in the farm with my cousin, so I'll milk the cows. I will, I will go get the cows and horses. I will feed the pig. And that was a great winter job. What's the phrase you use too often? Trust but verify. How many direct reports do you have? I don't know, for the top of my head, I think some number between, uh, probably ten and 15. When do you feel most focused driving? When are you not checking your phone? Sleeping. How many minutes is your commute? 15. How many hours of sleep a night do you get? I'm happy when I get seven. I think it's kind of six. Is the average. Have you ever been fired? No. What's your coffee order? Black. No sugar. How many meetings a day do you have? A ton. What's a ton? From the day I start until when we have to end. It's a lot. I don't have, uh. I often complain that I need some time. I need to respond to email. I need to get out of the meeting. But there's a lot of meetings. We have a big meeting culture. What's the one question you ask in every job interview? Interesting. Lately, I think, uh, I will ask the question is, do you want. Do you understand what the job is? What success look like to you? When did you last change your mind? Uh, yesterday. Cristiano, thank you very much for joining the CEO moment. We really appreciate having you. No, I'm happy to be here. 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