But since returning to Gateway four years ago, Waitt has completely revamped the company's management team, product portfolio and strategic focus. While praised for his bold style and inventive ideas, the financial picture at Gateway remains bleak. One of his many responses: Leverage third-party allies. In addition to his company's foray into consumer electronics (CE), Gateway's push into the mainstream channel is the most remarkable shift at the company since Waitt returned. Half of the company's sales in the SMB arena could go through allies. Below, Waitt explains why.
VB: If you go to 50 percent SMB revenue through the channel, you're bound to lose some influence over what customers think of your company. Are you comfortable with that?
Waitt: If our relationship with a customer moves them to a VAR, we're comfortable with it because you can't do everything yourself.
VB: You say you know you can't be all things to all people, but it seems like you're trying to do just that. What's your outlook for five years from now?
Waitt: Five years from now we want to have a meaningful impact on consumers' lives and on the businesses, educational and other institutions we do business with. A meaningful impact on the way they live their lives and entertain and educate themselves, and with how they run their businesses and communicate with customers and increase productivity levels.
VB: One of the reasons to get into the CE space is margins. What does the margin picture look like if that market becomes more competitive?
Waitt: Clearly, the margin structure is going to change. We showed a slide at our analyst meeting in May that showed a huge amount of room there today based on the inefficiencies of the older distribution structures. Now you have Dell coming in. But Dell doesn't have the retail structure [we do], and they're not going to innovate or have differentiated products. They're really just doing me-too products, but they'll do it very efficiently.