I obviously grew up in India and I started. I started all over India. My dad was in the Air Force, so we moved on quite a bit. And I finished my engineering in Khairullah in random Internet in college. So I did industry engineering and that I work for a show Cleland in Madras for a couple of years and doing investing, engineering and business planning, you know. But it was kind of close to what I did in terms of education. And then I went to Saudi Arabia for two years on and as an investor engineer at, or Zamel Steel, which was a pretty big name now. And this was in the early nineties, and I helped with a lot of their capital investment projects. Believe manufacturing automation, that sort of stuff. And then I came to the U S to study. I did two Masters. I did a industrial management degree first from the northern Illinois. Andi. Then I did an n b A. From Claremont Graduate University in California. Obviously, Claremont Graduate University, the business school. Peter Drucker was the no, you know, he was still teaching. So I went to California because he was teaching, and I was obviously influenced by his teaching when when I was growing up on doing invest engineering. So from there I went to work for Deloitte Consulting. For a few years. I did all kinds of things from I T two operations management to finance and a bunch of products that basically called across the board of likened Felton for a couple of years. And then one of my classmates was working at Gateway and invited me to join that company. So I went to get way the iconic PC Brian. Uh, and I was part of the e commerce team there and really, where? I mean, I was doing some DIY farmers work when I was deployed on strategy. But then I went to get truly to China, work in e commerce and spend all of my time on me to be an SMB based e commerce business. Ah, Then I left Gateway as head off, get rid or calm, and joined Lenovo. 15 years ago, I came to know where to actually build a online business, and the business was very small. It's a few non existent when I joined them. So so 2006 to now I've bean there and obviously the business has grown quite substantially now. Pretty big brand Very join the no was a $13 billion company, and now you know is about a 50 begin over company. So we've seen some significant growth in the last 15 years, and I basically that online organization and along the way a lot of people helped me. You know, my professors in college, my coworkers, seven people that I work for my boss is they've all been instrumental in helping me and shaping my career and buying here partly because of luck and partly because of the opportunity and just being in the right place at the right time, so

the limo business is spreading 165 countries. From a Web standpoint, we just can't afford the online businesses. What I manage. We have presence in 35 countries today and I have in order on website in over 90 countries. So I spent a quite a bit of time flying around, so I spent about 50% of my time traveling Teoh run the business because, you know, I've got right now more than 500 people in my organization and they're spreading about 30 countries. Plus so I do spend, uh, time with them in terms of reviewing the business and interviewing the the Radius issue that we could have in their own with all these, we also then spending all the time of the local teams to make sure that we are fully aligned on some of the things that you want to do. Eso 50% of the time is gone because of travel and that 50% of and I have now because I'm not traveling, but mostly it's it's about two things. One is managing the customer expectations. That's the most important thing because the little welcome platform, basically is a phrase significant and view into Lenovo from a standpoint, right, you know, are notice boards selling product. It's also about ran. It's about the broader mission for Lenovo. It's about all the things that you know actually does for its customers and for everybody else that we deal with stakeholders. So I have to make sure that that part of the site and that part of the experience is always competitive. And it's it is something that our customers feel comfortable with. So it's expended a lot of time on that, whether it's user experience, understanding the data navigation, trying to figure out how to test various things. So we spend a lot of time on really trying to understand how will be presented. Products represent the information, have represent content so that customers actually have a easier time. And it's not an easy thing to do because, you know, we get a billion people on the website in a year, and if you really think about it between language, culture and all of the panel wants, is that human beings have to be with and have to account for all of these people and making sure that they all kind of perceived the things we're trying to tell them in the way we expect them to perceive it. But reality is that people perceive things differently. Therefore, trying to really understand human behavior and being able to craft a experience that matters and is meaningful for them is always challenging. So we spend an inordinate amount of time and user experience. Then we are really looking to drive covers, which is and in my job, which is to be basically account for sales online. So there's a whole selling process which is really trying to figure out how to be a sort of the products. How we must, is it? How do we make sure that the people are getting the products or not just the website experience? I also manage the the terror cells that the teams that on the phones, if you call 18 ended the novel. As a consumer, you're probably talking to somebody on my team. So the more the tele sales experience as well, and then anything that you don't see on the website, which is staff in the supply chain and manufacturing, so customers use the order, you know, they always worried about where the product. We do a lot estimate ization to the orders. So we have to What are our products getting to the customer on time? Obviously, there's a lot of challenges that happen in the PC business in terms of constraints. Like right now we have significant disruption in the supply chain Barkley, because countries have shut down, partly because manufacturing plants and other things that should down, partly because our suppliers are also hit. So they have constraints. We have a lot of money crunch in terms of cash flow. So there, this massive disruption in the tactical system surrounding the PC business and like likewise, I think pretty much every other industry. So we have to worry about those aspects off, making sure not just selling part, but also making sure that the products are getting to the customers and credit cards are being managed properly and payment processes are working properly and the site is actually functioning and performance inside. So there's all these things at the end to end customer experience that that I have to spend most of my time working on right, so you have 600 people are 100 people in the limo company has about 60,000 people, so we have to interface internally with all the different stakeholders. And then externally, we have to worry about our customers and all the things that they worry about. So so that's what I do. I mean, you know, there's a sales part, if it and then there is experience part if it on we spend and it is a brand part, if it right so we can manage these three things carefully to try and figure out how to be competitive, how do how will give customers what they want and then decide to purchase from us how to make sure that that purchase is good so that they keep coming back.

you know, the challenges are across people, process and technology. It's the easiest way to frame, right. It's it's people, which is how do we How do we find the most talented people? How do we keep How do we grow them as we are trying to, you know, as we're trying to grow the business in terms of technology, always worried about making sure that platform is scalable, you know, as the business is growing and more people are moving online, you know you get platforms, especially if it's a global platform and your bills Billions of people coming to the outside. You know, scaling the black forms really important. Otherwise, performance becomes the issue. You know. Customers have poor experiences. Then there is the evolution off a lot off people in the equal system, writes a new players. New innovation happens all the time and whether it's around marketing, whether it's around various aspects off, how you measure things from a data point. Well, all technologies like you know you the technologies that drive marketing as an example, whether it's you know, buying ads for Google or are trying to buy ads through Instagram or Facebook, how do you make sure that you have the best technologies available that allow you to measure and make yourself more effective because at the end of the big, we have to reach more people in order to drive on marketing. Eso. You're always looking at technology to make sure that you are using the technologies that are relevant and you're getting the best are if it so that you are organized for the spending or spending on the last in its process. Because all of the things that govern our industry is actually not just our site. I mean, look. I mean, Amazon basically sets the gold standard for e commerce in the world. If they work on things like Last Mile logistics or they work on best practices on supply chain Best practice on, check out our best practice on features and customers in many ways, our shopping in multiple types, they're not just buying computers. They're also going to Amazon and buying a lot of other things. So their expectations and the sophistication off the customer keeps going up a Z. They have better and better experiences from pure play e commerce players. Their expectation is that others will follow. So in many ways, whether you like it or not, we have to benchmark ourselves against pure play e commerce players and figure out How do we match some of the capabilities and some of the things that they're doing in order for our customers to feed like they get it substantially, better experience than what they're doing is experienced. So So, in many ways, I mean, you know, you can look at this people process technology framework to say What are those three things that we need to keep in balance so that no away managing the stakeholders well.