Yes. Yes. So part of it is what I already said. He's -- he's flattened his organization. So he now has -- he's got the two major businesses, data center and client reporting to him. He has three different engineering leaders on the product side reporting to him. He has sales reporting to him. He has operations separated from sales now reporting to him. He'll have government affairs actually reporting directly to him. We have a leader over top of manufacturing and TD that runs, let's call it, 90% of the foundry business, that person reports directly to him and then the host of the G&A functions. That's different in terms of the structure rates. It's way closer to decision-making and he wants to -- he wants to be able to understand at a very detailed level exactly what's going on at any -- in any part of the organization.
So that's kind of, I think, the first cultural step in the culture change that he's implementing. The second, which is I also said, he's collapsing the number of layers in the organization. And that has that benefit that I talked about, which is greater transparency, but it also forces kind of less overhead, less bureaucracy in the decision-making, which is part of what has plagued us is a lack of quick decision-making. When you have less layers, you have less people that have to check and sign off on something, things move more quickly. I think we're more nimble in terms of our approach.
And so the cost -- while the cost reduction, I guess, was, in some ways, important in terms of improving the P&L, it had more to do with the cultural change. It's like, hey, we're going to reduce the amount of people making decisions. We're going to reduce all the check-the-box activities that happen in the company. We're going to get rid of all of those things. We're going to operate more like a really big start-up as opposed to this big goliath of an organization that just crumbles under its own weight.
So he's gone through a lot of that. It will take this quarter to kind of work through what functions need to streamline, what areas are not value added. Another thing that he did, which I know a lot of companies have done so it may not seem that transformational, but actually is pretty important for Intel in my view, is he has this return to office. We did have a number of the team that was not working on site full time. And I think to some extent, that has inhibited us and impacted our ability to execute on road maps and process.
And so just forcing that mindset that we're all going to be back in the office rolling up our sleeves to get things done, I think, was an important message to the organization. And then -- what I also think has hurt us is -- and this has been kind of like the Intel model is we've somewhat developed the technology independent on what we're hearing from customers and with kind of an assumption around what we think is needed. And we heard a lot from customers that we were bringing out products that weren't addressing all of their needs. And probably, we're not taking enough of the information that customers were telling us back to inform us in terms of how to -- what we should do from a development perspective.
And he has leaned in a lot. And it's partly him going. He is going to see customers. He's going to see CEOs and the major systems engineers in the company to understand what their requirements are. That, of course, is something he's doing and that's important. But it actually goes beyond that. We have generally been kind of a 3 layer to customers. We have a sales force, then we have like a product management team and then we have the engineers behind them. And it was not the default to send engineers to customers. And I've seen that in my past and other companies I've been CFO of that when you allow the people designing to go talk to the customers, they hear information in a way that the sales team for all their strengths just don't pick up.
And it's like actually, customer told me that we need A, B and C. But based on the way they were talking about their system and the road map, they actually don't know they need E, F, G. And I'm going to develop E, F, G into the product because that's going to actually meet their requirements in a way they weren't even expecting. And so moving the engineers closer to customers, I think, is a big cultural move for us.
Now as it relates to KPIs, which you asked about, obviously, what we'll be looking at is can we develop products in first silicon, A steppings. We have not done that in the past. Is the process yielding in a way that follows along the curve that we expect? Is performance of the wafers following along the curve that we expect? We'll be measuring all of those things clearly. But I think most importantly, we're going to measure that we're actually meeting what customers are asking for, and they're excited about the products that are coming out.
