The following is excerpted from the question-and-answer section of the transcript.
(Questions from industry analysts are provided in full, but answers are omitted - download the transcript to see the full question-and-answer session)
Question: Mike Cikos - Needham & Company, LLC - Analyst
: Thank, Nate. Thanks, John.
Question: Mike Cikos - Needham & Company, LLC - Analyst
: And so again, just a couple of minutes left here, but wanted to see. I have questions on my side, happy to open it up to you guys if you have any
questions on yours. And I can kick things off on my side.
I think the first would be for, probably, for John. And I appreciated you calling out the separation of the businesses, standing up the leadership and
giving them their own autonomy, right? Could you just maybe emphasize what was the strategic thinking behind that? As well as what does that
now enable BlackBerry to do, whether it's execution, or at a higher level, that maybe you weren't as strategically positioned to do previously?
Question: Mike Cikos - Needham & Company, LLC - Analyst
: Great. And probably, for Nate. But just building off that theme. By having those businesses structured to work on their own, does that help you in
identifying some of those cost savings that you're talking to on R&D and G&A? I mean, it must give you some greater clarity internally as well as
Question: Mike Cikos - Needham & Company, LLC - Analyst
: Terrific, terrific.
Question: Mike Cikos - Needham & Company, LLC - Analyst
: Well said. And I know we're at time now, but thank you very much to the BlackBerry management team. And thank you, everyone, for joining us
this morning.
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