When Dham had joined Intel Co., it had $1 million revenue. By the time he left in 1995, Intel's revenues had soared to $16.2 billion. Dham said he was a keen observer of how Andy Grove built strategy and organisation for Intel's success in the micro-processor business. At Intel, Dham made a decision to work on processors when he decided to leave R&D. By the time he quit Intel, his achievements reached a great prominence. It was also the time when entrepreneurial revolution in Silicon Valley was at its peak. He came across a company NexGen, a boutique processor design Co. that was eight years old, and joined as COO. NexGen was the only company that was developing Intel-compatible micro-processors at time. Design Engineering team at NexGen proved itself to be very capable but the company did not have a chip that was bus-compatible with the Pentium, an important functionality that was needed to fit in PC industry dominated by Intel. Dham, with his wide-ranging experience, did changes in NexGen's strategy knowing that NexGen had to license intellectual property (IP) that would piggyback on infrastructure that had already been created by the rest of PC industry and needed access to manufacturing capabilities and advanced technology by partnering with established players for building its chips competitively with Intel's.