SM: Can you give me a sense of the process you use to choose the areas of your research? PB: I can tell you a bit about the new way that we are running HP Labs. My vision and decision was to focus on 20 to 30 big-bet projects that would really make a difference
SM: What did Shane articulate to you regarding HP’s vision? At one point HP was heavy on innovation. PB: I related that I had seen numerous corporate research labs across the past 30 years. I had sent my graduates to Bell Labs. I had seen how many of the corporate research labs were going through
Prith Banerjee is senior vice president of research at HP and director of HP Labs. Prior to joining HP he served as the dean of the College of Engineering at the University of Illinois. He was the founder, chairman, and chief scientist of BINACHIP Inc. In 2000 he founded AccelChip Inc, which was sold to
SM: How are you able to increase gross margins when prices and demand are going down? JS: In a bad economy, if you are strong and well financed, you have an opportunity to talk to manufacturers who are hurting from decreased demand. We offer to pay them very quickly if they give us better prompt
SM: What were your revenue levels when you starting bringing in your executive team? JS: That was in 2005 and at that point we were doing $15 million. We acquired a company that was doing $18 million, which brought us to $33 million. With that acquisition I got a COO from the other company. That is
SM: Fast forward and compare where you are now. Back then you were filming videos in your bathroom, and now you are using artificial intelligence. What else are you doing? JS: Some people know exactly what they want. We want to provide them with the type of filtering that will let them find what they
SM: If 42% of your business is referrals, what percentage is driven by search strategies? JS: I am not sure how you want to consider it, but we have a lot of direct-type in traffic due to the name, blinds.com.
SM: How much revenue did you do in 1996? JS: I started it in the last week of June 1996. I probably did $500 a week. That is rough, but I am sure I did not do more than that. I was hoping for a sale a day back then.