Looking back at his 26 years at Intel Corp., Jeff Woolard has more than a few moments of important discernment from which to choose when we ask for a single finance strategic moment.Nevertheless, without hesitation, he takes us back in time to when the giant chipmaker was experiencing a recurring mismatch between the products that it was developing and the market’s purchasing trends—specifically in the PC sector.“If you were to map both what people wanted to buy and what we were building, you would see this kind of disconnect,” recalls Woolard, who upon closer observation realized that while consumer buying behaviors had remained consistent, Intel’s product designs and manufacturing processes had evolved without alignment.Woolard would propose a novel approach: redesigning Intel’s product road map to focus on four specific cost points that matched consumer demand and the company’s margin goals. This strategic insight led to a shift in how Intel approached product development, ensuring that new products were designed with these cost targets in mind from the outset.A recurring theme in Woolard’s career journey has been the necessity of continuous learning and adaptability. He underscores the significance of making an impact and adding value within an organization. He illustrates how, at Intel, the expectation and opportunity to influence business outcomes were directly pivotal in his career growth. This aspect of being able to see and measure the impact of his work is highlighted by him as a distinctive and rewarding part of his experience at Intel.