Reborn in 2010, the AI ​​in my mind is too powerful.

Chen Yiran was surprised that the recruitment went so smoothly. While cutting his steak, he asked, "I thought it would take some persuasion, but it went so smoothly. Don't worry, we can discuss salary or stock options."

Alan Mulally tapped the door and said, "You've gone to a lot of trouble, haven't you? You spent ages arguing with the Google people. We can talk about the money later. I've earned enough at my age."

But I have a question first. We are a large international corporation, but I work in Silicon Valley. I was born in Oakland, and whether I was at Boeing or Ford, I was always based outside of Silicon Valley.

Now that I'm older, I still hope to work in California, or rather, back in the San Francisco Bay Area.

"Our registered office is in Singapore, but we don't have many people there yet. Our main staff are scattered all over the place, and we don't really have a headquarters. Or rather, wherever I am, that's our headquarters."

"That's fine. I've seen some news reports about your acquisitions. So, if I were to become CEO, what would I be doing? Integration? Or perhaps working on improving profits?"

Chen Yiran frowned and said, "To be honest, I don't have any particular thoughts. Simply put, I feel that these companies are becoming a bit scattered these days."

In fact, most of the group's companies are currently doing quite well in terms of profitability. However, due to the future goals I've set, R&D expenses may be relatively high in the next few years.

But their technology is improving, and they're earning more money, which seems to cover the costs. Anyway, the company is too big, and I'm a bit confused.

I expect you, as CEO, to simply integrate and streamline the company. But I want to make it clear beforehand that although these companies may appear inconsistent on paper, my primary motivation for acquiring them is their technology, even if it cannot be monetized in the short term.

We can't just sell them off. Remember, everything we do is for the research and development of future technologies.

Alan Mulally understood what Chen Yiran meant. Although the manufacturing industry he used to work in also valued technology, it was still far behind Aurora Group and not as cutting-edge.

Boeing is doing alright, but Ford has made a lot of optimizations.

They sold off brands like Aston Martin, Jaguar Land Rover, and Mercury Motors, took out mortgage loans, and implemented a Ford strategy to eventually turn a profit and weather the financial crisis.

However, it seems that there is no room for optimization for Aurora Group. The only thing to do is to streamline these companies and make some adjustments to cost reduction or complementary businesses.

Alan Mulally asked the most crucial question: "What is our company's cash position?"

"There's plenty of cash on hand. Mainly because Apple, Chase, and Bain Capital all invested cash when it was established, and it hasn't even spent all of it after acquiring several companies."

Our profit margins are a bit lower because those manufacturing companies have recently been experiencing lower net profits due to increased R&D spending. Our company's FLOWEDA is our biggest cash cow, consistently performing very well each year. We'll reorganize the data when you see the reports later.

In short, the requirement is that while the work of each branch office can be optimized, it must be ensured that it does not affect technological research and development.

Alan Mulally laughed: "That's fine. In the tech industry, it's already quite good that we're constantly doing R&D and still have a steady stream of cash flow. In that case, I still suggest spending the company's funds as much as possible. You can look at relevant tech companies and see if there are any worthwhile acquisitions."

"Ugh, why are you all like this? Apple and Bain Capital are the same way, constantly urging me to spend money, saying that it's unhealthy for us, as a new tech group, to still be profitable. We should spend as much as we earn."

The meal lasted half an hour, during which the two had a detailed discussion about the company's future, with Chen Yiran briefly revealing his vision for future products.

All sorts of imaginative ideas greatly excited Alan Mulally.

It's important to know that while his most significant achievement was pulling Ford out of its predicament, he also worked at Boeing, participating in the development of the 727, 737, and 747.

He graduated from the University of Kansas with a bachelor's and master's degree in aerospace engineering and has a strong technical eye.

Alan Mulally added a word of encouragement to Chen Yiran: "Boss, although I'm here to work, I also have some part-time jobs to take on. For example, I'm the co-chair of the Washington Competitiveness Council, a non-profit business think tank in Washington, D.C."

The US government often seeks our advice on national and economic security. As long as you produce the product, I am confident that I can smooth things over at every stage.

We sell them directly as ordinary consumer products, which ensures we won't be restricted. This allows us to sell our products worldwide.

Having worked at Boeing and Ford, both companies with a certain military background, Chen Yiran only casually mentioned a few product ideas, and Alan Mulally's military-industrial brain immediately began to work.

"Okay, once this summit is over, let's sign the contract as soon as possible, and then you get to work and push all the branch offices to complete my tasks. The sooner they finish, the sooner our product can be released."

After lunch, there were no more official events, but after so many years, the summit still maintains some traditions.

In the afternoon, people usually go outdoors for activities according to their interests.

The main activities are golf and fishing, but tennis, horseback riding, and hiking are also available.

After the morning's presentations, the afternoon saw the initial initiation of most of the transactions.

It is said that Steve Chen, the founder of YouTube, agreed to Google's acquisition while playing golf here.

Although the arrival of Google representatives at noon was somewhat unpleasant, Chen Yiran was still in a good mood because they had successfully recruited a capable CEO.

So even though there wasn't much to discuss, Chen Yiran still took Olsen out for a good round of golf.

Then Chen Yiran's mood worsened again. Olsen had been playing golf with her two older sisters since she was a child, and compared to her, Chen Yiran's skills were only slightly better than Pidan's.

After three holes, Chen Yiran used the excuse that the sun was too strong and pulled Olsen to go fishing.

Two hours later, Chen Yiran looked at her empty bucket and then glanced at Olsen, who was throwing fish into the river because the big bucket was also full.

Anger arises from the heart, and evil is born from the gall.

He pulled Olsen back to his room, and some indescribable things happened there.

In the evening, there's a rather unique event, usually a special theme for a specific industry, which changes every year; this year it's media-themed.

At this point, many people who are not interested in this can simply choose not to go.

Chen Yiran wasn't particularly interested in this, but then Disney's Bob Iger arrived.

Both of them were Apple board members, and Chen Yiran decided to give them some face.

Unexpectedly, Chen Yiran thought it was just a polite attendance.

Bob Eagle, however, directly raised an incredibly outrageous and enormous issue with him.