At this point, everything that everyone wants to hear is like the CEO of VMware, the technology group US $ 32 billion (US $ 26.2 billion) capitalization, says Michael Dell.
Portable eponyms maker Dell just paid $ 67 billion for EMC, the US group that owns 80pc of VMware, and 10,000 followed during the conference VMworld Europe in Barcelona this month were interested in the way the duo gel .
Gelsinger, after all, is a technocrat who has worked for 30 years at Intel, becoming director of technology, while Dell, Business, founded the company PC at his home in Austin, Texas.
"We get along very well," insists Gelsinger, 54 years old. "We just had our first board meeting with Michael as the new chairman of my board and I would say, in general, so it's early and I do 'T that one of us would think it was, however, all the signs are encouraging.
"We are committed to creating synergies of one billion, then we have to start building organizations to materialize." This warning is typical minimum Gelsinger approach. More Bill Gates, Larry Ellison, which is grounded, nice and polite.
What are your impressions of your new boss so far? He is pleased that Dell has declared its support for the distribution of VMware partner ecosystem even more important for the company for the VMworld Las Vegas.
He thinks Dell was impressed by the crowd of 25,000 spectators at the event - more than double the participants in the annual shindigs EMC or Dell. There are many things to do for Dell. EMC was an unusual company with a portfolio strategy entities owned power companies, such as VMware and Pivotal, jointly owned with Microsoft, General Electric and Ford and directed by Paul Maritz, formerly divided Microsoft and VMware.
"Michael has quite acquired that strategy," Gelsinger said. "Certainly, it includes a software company like VMware is a different society, a different culture.
"People in the software are different people who make up the team and the supply chain. There is no advantage in a company from another software. This is a key aspect of managing a company like ours, and we consider a very successful business.
"This gives us the space and support to go out and execute what we have to do. And it has a lot to do by the merger of Dell and EMC. There are 140 000 people to be there, large product lines to merge and organizations that are .
The name is synonymous with VMware technology "virtual machine software" that essentially allows companies to package their data much smaller number of server computers. The company recently made important alliances with the head of cloud computing Amazon and IBM. Retains its listing after shooting.
"I am pleased to see shareholders every 90 days," Gelsinger smiles. However, VMware's shares have halved from $ 80 to a minimum of $ 43 after the announcement of the agreement. "It was a very painful process," he said.
"Clearly there is concern about whether Dell could make a successful software company." There were questions about values track that was part of the takeover and the implications of that. As with any large acquisition, there were also concerns about whether the deal would be done. "
There were also questions about the activities of VMware because the advice he gave in profits last year were lower than Wall Street expected. However, the share price has increased as companies were close to an agreement.
"We have been able to establish that the market ecosystem and VMware continue to independence and that some of the new product areas and cloud strategy we put in place have helped to solve some of the problems," Gelsinger said.
"With stocks now around £ 77, yet we are negotiating in multiple software we should have, so we are not completely through the fog. But we have come a long way and I think it is a big mouth."
Gelsinger, who chairs the Bay Transformation with Christ, a group for "spiritual and social" in the San Francisco area changes, clearly managed by VMware with the same kind of missionary zeal.
He speaks of the "digital transformation" and how some of the world leading companies simplify their IT infrastructure to innovate at a faster pace. With mechanical devices designed to overcome the efforts focused on humans for the year 2019, it is estimated that many companies are still not at all prepared for the imminent explosion of the Internet of things.
He also argues that the technology sector is still in its "adolescence", with huge tensions between control and freedom. Half of the largest technology companies in the US has been in ten years, because of these and other difficulties, he believes.
Nokia, BlackBerry and Yahoo are three brands of computers whose star has fallen considerably since predicted the main industry of killing in The Daily Telegraph three years ago, when the British designer of computer chips and of course ARM EMC has taken summer.
VMware, however, has been an excellent investment for EMC. Founded by Diane Greene and Mendel Rosenblum her husband with his colleagues in California in 1998, was bought by EMC, six years after £ 625m.
In 2007, EMC launched the company on the New York Stock Exchange, which retains a 80pc. Maritz replaced as CEO Greene, quadrupling its revenue to $ 4.5 billion. Gelsinger then the left Maritz EMC to succeed in 2012.
VMware now has 400,000 customers, 19,000 employees, 2015 revenues of $ 6.6 billion and 120 locations worldwide, including its headquarters in the UK in Frimley, Surrey. Gelsinger grew up on a farm in Pennsylvania.
His father was one of nine children, while his mother was from a family of 11 and jumped the last year of high school at age 17 to take a scholarship to study electronics in the technical Lincoln Institute in his home state.
His faith increasing clarity. a weekly Bible study at home headed for 16 years and served as a Sunday school teacher, while his philanthropy supports medical aid organizations, church planting, educational work and an orphanage he and Linda woman helped build in Nairobi.
At Intel, he joined the Institute, who often worked 80 hours a week, prompting complaints from the payroll was working too much overtime.
To solve this, he and Linda have designed a system which would score two points if he returned home before 17h, a time before 18:15 and after a zero point less to be absent in weekends.
He even wrote about it in a book entitled Balancing family, faith and work. "I wrote three books and now I'm working in my room," smiled Gelsinger. This is one of those works of love. "As is the fusion of course. Watch this space.
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