As I sit here reflecting on the journey we've been on, I want to take a moment to share my thoughts directly with all of you. This morning, many of you saw the announcement about my decision to step down as CEO. It wasn't an easy choice, but after several discussions with the board over the past couple of years, I felt it was the right time to pass the torch. I'm thrilled to leave the company in the capable hands of Amar and Andrew as they search for the next leader. They’ve already proven themselves to be outstanding stewards of our mission, and I’d be proud if either were selected to continue guiding us forward. Rest assured, I’ll remain involved as a member of the board, ready to assist in any way needed during this transition.
Autodesk has always been my passion, and I’m deeply proud of what we’ve achieved together. However, it's time for me to explore new horizons. The company is thriving, and the financial markets are recognizing our efforts. Our leadership team is robust, and our strategic direction is clear, allowing us to push boundaries far beyond what we initially envisioned when I transitioned into the role of COO 14 years ago. Our shift to a subscription-based model is well underway, we're seeing promising initial success in the cloud, and we've resolved our differences with activist investors. For both the company and myself, now feels like the perfect moment.
Let me clarify—I’m not leaving to spend more time with my family; let’s face it, my family might actually prefer less of my attention. Instead, I plan to dedicate more time to tinkering with my robots in the workshop. I also have some other ventures in mind, and I’ll share more details in the coming months.
Leading Autodesk has been a tremendous honor, and I feel incredibly fortunate to have collaborated with such a brilliant and dedicated group of individuals. Together, we’ve crafted an extraordinary enterprise and developed tools that fundamentally transform how entire industries operate.
When I first became CEO, people asked how I envisioned defining Autodesk, and I often responded enigmatically, “Great, good, and important.†Great companies are defined primarily by their financial performance. Good companies excel in values, culture, and treating employees, customers, and communities with respect. And important companies genuinely impact the world. Balancing these three dimensions is the most challenging yet crucial task any leadership team faces. By nearly every measure, I believe we’ve excelled across the board.
For instance, financially, when we formed a new executive team about 14 years ago, we set out to improve performance on every metric. After the 2009 financial crisis, our investors saw a 6x return. Back then, our market cap was just over $2 billion; today, it’s over $18 billion. More importantly, our decisions have always prioritized sustainable growth—a perspective that many in the investment community overlook in favor of quick profits. As a committed capitalist, I firmly believe fostering strong finances while keeping an eye on long-term goals creates enduring businesses.
Culturally, we’ve fostered a welcoming environment where diversity is celebrated. We embrace inclusivity and respect individual contributions. While we receive accolades annually for our culture, the true testament lies in how you embody these values daily through your actions.
Our significance stems from being the creators of tools used by designers, manufacturers, and builders worldwide. Recently, as my departure became clearer, I noticed anew the incredible achievements our clients have accomplished using our software—from architectural marvels to cinematic masterpieces. We’ve profoundly influenced the sectors we serve, and I’m proud of the trust placed in us.
Reflecting on my tenure, I often joked that becoming CEO instantly made me smarter and funnier. Starting tomorrow, I anticipate the reverse. I’ve been humbled to hold this position, but I’ve always strived to remember the distinction between my role and personal identity.
At the risk of sounding clichéd, I’d like to conclude by expressing gratitude to those who’ve played pivotal roles in our success. First, Carol Bartz deserves immense credit for believing in me when others doubted. Her mentorship shaped me profoundly, and she laid the foundation we built upon.
To our customers, you’re the heart of our existence. We’re honored to support your groundbreaking endeavors.
Gratitude goes to our global partners whose commitment has been instrumental. Your dedication to representing Autodesk and serving clients inspires me.
Long-term shareholders, your focus on sustainable growth aligns perfectly with our ethos, and I deeply appreciate your continued backing.
The CEO staff and broader leadership team have performed magnificently. Every achievement owes to your vision, leadership, and professionalism. Despite occasional challenges, your unwavering support has meant the world to me. Please keep striving for excellence.
Lastly, and most importantly, thank you to the countless employees whose hard work defines Autodesk’s legacy. As CEO, I often claimed credit or assumed blame, but I never lost sight of the fact that you do the heavy lifting. Interacting with you has been one of the greatest joys of my career.
True leaders possess both foresight and courage. I hope I’ve upheld my responsibilities, because you’ve far exceeded expectations in making Autodesk a great, good, and important entity.
Thank you all,
Carl
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