david: this is my kitchen table and also my filing system. over much of the past three

decades, i've been an investor. my highest calling i've often thought was private equity. then i started interviewing. i've learned from doing my interviews how leaders make it to the top. >> i asked him how much he wanted, he said 250. i did note due diligence. david: and how they stay there. david: you don't feel inadequate being only the second wealthiest man? their granddaddy's hewlett-packard. it was started in 1939. by 2015 it was two separate companies. hewlett-packard enterprises and hp bank. recently i sat down to talk about the success of the personal computer and the printing company following the split. so, which company is better? hewlett-packard or enterprises

or hp bank? >> as you can imagine, i have a very unbiased view. i have to say hp inc.. it isn't only that we do printers and pcs, we think we are the company that is more flexible. we work to make employees productive, to make employees engaged in this is what we stand for. >> but your main business today is computers and printers, that's your main business. i could tell from your accent you are not from baltimore or washington, d.c. where did you grow up? >> i can say you are very astute. you are really detecting that i'm not from the u.s. is very difficult, i know. but i'm originally from spain. david: you grew up in spain. how many companies in silicon valley are run by people who are in spain? >> one. david: you were born in spain, did you say, i want to run hp or

what was your aspiration as a young boy in spain? >> it was not my aspiration to run a company like hp. i have worked for the company for a very long time. when i was studying there was a group that came to my university and they explained what it took to develop a printer where they were starting to be -- and i was amazed by technology complexity and the printer. and i was thinking, how can someone feel passion for something so strange. i have to say that 3040 years later i have more passion for printers. i have learned and i have been converted to the religion. david: you went to college in spain and you have your nba or an engineering degree? so you move to silicon valley,

where did you move to? >> i got this opportunity to intern in hp, i had the opportunity to go to san diego. we went to san diego for the summer, when the internship was finishing, hp was opening a lot in barcelona. they told me, you are from spain and we are creating this new center. you might be interested in joining. i said at that point, maybe for a couple of years, i was living in a different city and in spain you don't change cities. you grow up in one place, you go to school in one place -- in one place. we said, for a couple of years it would be nice to go to barcelona. 35 years later we never came back. we went to barcelona and sometimes later we came to the u.s. david: how long did it take for you to become the ceo? >> before i became ceo, i lived

in the company. the ceo decided to do this and we called it a separation offense. there were two leaders. one from hp and one for you let packer enterprise. when i was asked to lead the separation, my immediate response was, i don't want to. and then after a few days, they said, i need to talk to you. so i went to the home and she said, i know you don't want to do that, this is an opportunity of your career. you are going to learn things you will never forget. when the ceo calls you to her home on a weekend, you know there is only one answer. it was, yes, i will do it. i have to say, i learned a lot. david: what was the business theory behind why splitting up hewlett-packard or, a very

successful company, why was that a great idea? >> i think the main theory has proven to be true was -- we were selling from printers to servers, data centers, technology products. in the theory at the point was that the focus was very important. it was going in a different direction, we were competing with different companies. it was a critical thing. in our case has proven. david: it would occur that 2015, many people thought that hewlett-packard enterprise, which was in the sector area of software and services would become more valuable. but your company now has a higher market capitalization then hewlett-packard enterprises. does that make you sad or happy? >> i'm only concerned about what happens with our company. as i said, the separation has

been good for us. we have proven that we can create value for shareholders. the last seven years has been 200%, significantly higher for the average of the market. we have done well. what is more important is we have had a lot of opportunities and ideas with how to make the company better. david: do you ever look at your competitors computers and say, why don't we have this? >> yes. ♪

david: you compete against, i guess dell and lenovo and apple, so which of those companies makes the best personal computers? >> hp. david: what why should i want to buy yours, aren't they all pretty much the same at this point? >> i think there are three different differentiators. one is security. cybersecurity is more important. and we build both software and hardware to mold -- to make it more secure. second big differentiation is investor design. we have made a big effort to

make our pcs the best looking pcs, the most attractive and the ones that are used. and finally, sustainability. we think sustainability is important and we use all type of materials that are environmentally friendly. from plastic that we get from the ocean to coffee beans to any type of opportunities. david: where do you sell them, you don't have hp stores the way apple does. >> in the u.s. we sell online. you can buy our products at any electronics retailer, like best buy. for commercial customers we have a big network of commercial resellers that we sell our product. and for our top customers we have -- other countries we have our own stores. we are more than 500 stores in india.

david: why does india rate 500 stores in the u.s. great none? >> because the structure of the distribution. in india there is not an electronic network in many cities. we had to build our own anywhere in the country. we continue to expand because we could to do to see opportunity. david: you buy one of the computers in a year later you get another model, can i trade it in and get a discount, like you trade in cars? >> today we don't, this is one of the businesses we are starting to develop. both because we can really help customers to always stay on the latest technology and then for our sustainability perspective. it is very important. so we are building upscale. david: where are your computers manufactured? >> today, it's produced in

china. david: are you worried about somebody putting a chip in there that could enable the chinese government to listen to what you are doing? should i worry about that? >> you should not worry about that because we worry about that. we have a secure supply chain, so we cross every step of the manufacturing process. we control anything that is inside the printers, inside the chips and inside the software to make sure. david: are you worried about being too dependent on china for your manufacturing because there could be u.s. problems with china, who knows what could happen, why not diversify? >> we are diversifying. we realize that there's many other companies, depending on a specific max dependency was too risky. that or we had done for many years for pushing for costs and concentrating on manufacturing in one place, created some of

the issues from this perspective. since then, we have been diversifying to increase the facility. this is a process we embarked on that will take some time. david: the key is the semiconductors in the chips. are the chips made in china, taiwan, u.s.? >> today, they are built in taiwan. we are working to provide to make sure we diversify. this is why last year we were very supportive of the chips act because getting the government funds to isolate the changes very effective. david: when you are i your home working on the computer, do use the opposition or competitors to see what they are doing, or you only use hp? >> i use both, i have lots of hp pcs at home. every time there is something new to train, and sometimes they don't like it because i find

things they didn't want me to find, so i developed feedback. of course i test the latest innovation from our competitors to make sure i understand. david: you work at your competitors computers and say, how come we don't have this? >> yes, and my team hates it. david: how do you protect against hacking. how do you warn about what customers will see if it's coming in. >> we have developed software to protect our pcs. in any of our commercial pcs, we have achieved the detect. if the buyer has been modified. the buyers the braid of the pcs so we can detect if there has been that. if we detect it, we can restore it to the original level. this is the technology that hp has to protect our pcs. we have other layers.

we only do pcs. we do workstations but we don't do servers. david: you make cartridges and printers. it is one printer really different from another from your competitive or already all the printers pretty much the same? >> i think it is fairly different. there is difference printer to printer than pc to pc. we develop the printer, the bank, the cartridge. it's much more innovated. david: is the printing business a growth business because people are not printing stuff as much. they are just setting up by emailer computer digital means. is printing a growth business or is it a shrinking business? >> in printing, there are three different segments. there is what we call home printing. printers that we use at home to bring photos. this is not a growing business.

there we have an office segment where you will use in the office. that is a market that is declining and is growing and emerging countries. there we have our third segment, which is investor printing. it means printing labels, packaging. and this is significant. david: i actually do have an hp printer, but the cartridge is always running out, i'm running out of ink all the time. is that a problem, how do i know when my bank is going to be out when i'm right in the middle of printing something? is that a big problem you guys have? >> there are always two concerns about printing. i need to print homework, the printer is not working because a cartridges not working. the second complaint we are

having is that printing is expensive. i really hate paying $50, $35, $55 for the cartridge. we have a solution. we have created a subscription model where we monitor it to the kids used in the printer. customers pay us to print for -- per month. before the printer runs out of ink, we send the new cartridge to customers. depending on your volume, he could save up to 70% -- or you print 70% cheaper. ♪ david: what are you doing about carbon in your global footprint? >> we have an aggressive plan to address that. we are working in the areas of the company where we have more of that. because of the products that we build, we have a lot of practice

-- plastic. we recycle plastic. also, i mentioned before, we will be changing the -- business models to move into refurbished products. finally, one of the things i feel most proud of, people always associate printing with paper. if you print, you are doing something wrong for the environment. we have an initiative that we have forest positive printing. we look at the model print paper using in our printer. if that paper is not coming from forests planted to create paper, we plant trees and we have reforestation. david: silicone felt -- the lakota valley companies are not famous for diversity, what you do? do you have a program that offers diversity?

>> my compensation in the compensation of my derek team is dependent on the progress that we make. ♪ david: suppose i want to buy a computer but i want to have ai in my computer.

do you have ai in your computers yet? >> not yet, but it's coming soon. we think this is going to be one of the largest transformations in the pc industry. would we be possible starting in the summer is to run large language models in ai pcs. today, what all of us are doing in the cloud, you will be able to do it longer. why we think this is important, it will be much better from a cost perspective because running models in the cloud is expensive. it will be better from a security perspective because you can use it with your own data locally without having to upload your data to the cloud. also for applications where speed is important, where latency is important, you will do what you did much faster.

any resources the computer have will be a matchmaker model. it will be a big change starting this summer. higher price, but if we look at this price, this was an increase of volume. david: one of your competitors apple came up with a project called spatial computer. it's like virtual reality. you have that product yet? >> we've had a similar product for some time. one was gaming, one was commercial uses. we think that over time the categories will build. but we think computers will become liquid in immersive. we are going to interact with our full body, with our gestures. this is the trend we are pushing for. you will see these in some models, like what apple has

done. we are really exploring a multitude of different things. at this point it's difficult to see but clearly massive is the future. david: what if somebody says, i'm not price sensitive, giving your best stuff, what will somebody spend, $5,000? >> for a consumer, $5,000, for a business customer, if you want to buy the top-of-the-line workstation with the top-of-the-line processor, then $15,000. david: if someone goes into your store in india and they spend $5,000, did they call you up and say we just sold somebody a $5,000 personal computer? >> i decided to go to our stories without telling them who i was. you should see their faces when i go into the store, they look at me. i asked them about what products they are selling at i tell them

i'm the ceo of the company. they were surprised. after a wild they believed it. they looked at the web to make sure it was me. david: why should somebody want to join hewlett-packard or as an employee. why is it better than working at apple or a competitor? >> i really find objectives for the company. in one of the four objectives is to become school of talent. in our value proposition of employees as they can join the company. they will learn their job, they will be able to experience multiple businesses, multiple functions. if they want, they can live in multiple countries because of the presence that we have. we really focus on the key value proposition. we celebrate someone's graduation because that person has learned from us and has

developed. it gives us opportunity to bring someone new and younger. that's one of the key values. david: if somebody wants to work at a company like yours, what's the best way to get a job, you get an engineering degree from a good school, not a good school, is being an engineer the best way? >> clearly there are a lot of engineers in the company. so with engineering from a good school is important, but we hire people for marketing, law schools. we are a very large company that has anything you could think of in the company. david: the average person you hire that is here she last one years, two year, five years. >> in general, its 10-year. i say that being more than 34 years in the company, you will find people that have been there for a long time.

david: would you say the computing business is going to increase in value or is it a more sophisticated or or is it pretty much a solid business but won't be a high-growth business? >> it depends on what you mean by high-growth. it will grow between 12% or 4%. david: in your business today would you say your biggest problem is wet, your biggest concern is competition, government regulation, the economy, what is your biggest concern? quex one is the geopolitical changes we are seeing. it was very clear how to manage the company to be successful. things have changed extremely fast. this is a significant impact on our business.

there is a lead from an innovation perspective. there are days when the technology is changing faster than ever. so making sure that we are making the right technology that, that we hire the right people is one of the challenges. david: and today, you get a lot of people coming to you with great ideas, wet new businesses, or do you generate your own ideas for expanding the business base? >> it's both. we have team silicone constantly exploring new ideas. it's what is being created. then we invest in those. it has changed a lot in the last 30 years. 30 years ago, companies like us is to have big central lamps that were the ones creating new things.

we need to be much more externally focused than we were before. david: what is the most important message you would like to convey to anyone watching today about the personal computer world. is it that it's a great thing for society and they should buy more personal computers? what is the most important thing you want to convey about hp inc.? quex h -- >> hp is a company that really cares about helping society. we have a big opportunity to enable our employees to be more productive, to be more engaged. that we see a lot of in just a lot of opportunities to innovate. also, it's a company with -- the company was founded in 1938.

all the conversation about sustainability, they defined the values of the company. they defined that great companies create a lot of holders, but also have a positive impact for the community. and since then we have valued both. ♪

>> the capitol overwater is an outlier in something you might not expect. it's got one of the only large capacity in the support earning an africa.