Mark Hurd's career at HP meets an unlikely end

Former HP CEO Mark Hurd. Hewlett-Packard Co.'s former CEO Mark Hurd was not a typical Silicon Valley chieftain. He rarely sought the stage, a la Apple's Steve Jobs, and he wasn't interested in traveling to Washington, D.C. with Google's Eric Schmidt to help shape big policies.

Hurd avoided the press and didn't even speak at the company's enterprise technology conference this year in Las Vegas. He left that to other executives, people who are now his possible successors, including Ann Livermore, executive vice president for HP's enterprise business, and David Donatelli, executive vice president and general manager for enterprise servers and networking.

That lack of attention-seeking by Hurd makes his resignation Friday afternoon as CEO particularly ironic: People who didn't even know who he was because of his low profile will now remember him for the way he left the company's top job.

after a former marketing consultant alleged that he sexually harassed her. A probe found that Hurd had had a personal relationship with the consultant and hid it from the board by using inaccurate expense reports.

But there's a lot more to the story of a person analysts say was an exceptional manager, the person who turned HP around after the bubble burst and kept it moving forward after CEO Carly Fiorina was fired in 2005. (Fiorina is now running as a Republican candidate for the U.S. Senate in California.)

Hurd was an operations manager. He focused on the spending, the deliverables -- and on keeping investors confident. He didn't talk about his vision very often, he just executed on it. On his watch, HP bought EDS for $13.9 billion; 3Com for $2.7 billion; Palm for $1.2 billion; and a steady stream of software companies, notably Opsware Inc. for $1.6 billion. His goal: to build a product portfolio.