first of all, I think I got to where I am today because I've always been a very curious person. And so I have always followed interesting topics or stories that have led me to do many different things in my career and, I think develop me as in a world leader. Um, something that really, um, you know, sort of had a huge impact in my career path. Was that when I was really young, like, 15 or 16? I was selected to be part of this program to teach people how to do their own little business because I'm from Costa Rica. So, you know, you were unlikely to go work at a company like Google, and I ended up kind of being in a role of GM. And we made this business that made scrunches. You know, the thing that you put for your hair and I have long hair, so I've had the same hair forever. Um, we made a little business out of it, and I loved it. And so I realized at that point that I fell in love with products and that was a really big thing for me. Eso try lots of new things because you may be surprised what you like or what really? You know, new new things that you didn't expect may come up.

So I'm the chief operating officer for devices and Services. Here are Google. So we make you know we make phones like this one. We make all of our nest product lines we make Chromebooks. You know, we make all kinds of products that people use all the time. Um and so their consumer hardware, something that you feel Google in your hand physically. So that's basically what I dio. And you know, the decisions we make are really big because they're deciding which products to make, where to make them, how to make them. How many to make, Where do they ship? Do the people love them? Are they sustainable? You know, Are they accessible? Are they, you know, irreparable. So we make all kinds of decisions around products all the time everyday. No day is alike, that's for sure. Um, then I would say what my days air, like they're unpredictable are they can be long. They can be flexible, but in general it's pretty intense because it's consumer hard work. So the product life cycles are very, very short. And I love that. I really love the fact that it's different every day. Um, but it definitely intense for sure. And then our top three priorities air always generally product innovation. So we wanna make sure that our products are the best, making sure that we do right by how we build them and, you know, like sustainability and having ah view of how it impacts the planet and how we offset. I think these are things that are really, really important for us. And then the third is obviously my team and how we develop and grow the talent, Um, and hopefully have fun doing it, So a team component is a big piece of it for me as well.

I would say the major challenge for my job is that the contents, which is really big, right? So one moment you're talking about one product, maybe a thermostat that goes into your home and you're deciding, you know, lots of decisions about that. And the next moment you're talking about your ear P upgrade and things that you need to do to manage the business. So there's like, what, you what? Your businesses? And then it's how you manage the business. And so you are in lots of meetings of very different topics every day. It's not like you're in one meeting and like every day you think about one problem. You think about a million different problems at different times during the day. Um, so I think that's something that I would say is the biggest challenge in the role. Um, you know, in terms of overcoming them, you need to really know what things are absolutely critical when things are not, you know, 11 way we say this is you know, what are the things that you know I could get probably fired forward, which were, or what are things that I could just delay and probably people would notice they can't all be the same. And, you know, when you launch a product, the 1st, 2nd and 3rd thing that you look at is, you know, how are users and our customers gonna love that product? Um, are they going to really love it? Is it the highest quality? Is that the right value for that product on DSO? If you put yourself in the shoes of the customer, you could make a lot of decisions. Really. You know, much easier in terms of prioritization in terms of what you tackle first, um, one example that I can definitely give you is we have the way we develop products, as we have ah, development product cycle that has different gates. Like Okay, we're thinking about concept ing the product. Okay, We're thinking about developing the product because we're engineering the product. We're now kind of scaling the product. We now are ready to ship the product, and this is a general generalization. But it has goes through this life cycle in one of the biggest decisions you need to make it. The end is okay. It's that product ready to ship. And boy, that's a really big decision that lies with you. And with the rest of the team is Do we all collectively think that we're ready and the product has met everything that we wanted to meet? It's a very exciting meeting. It's also a very stressful meeting on Ben. You ship it and then we have what we call early failure analysis, which is we're waiting for the reception, what kind of comments people give, what kind of feedback they give. And we have to be kind of at the ready to address anything that might have escaped. Usually, we don't have many escapes, but we have to be super ready for that. And it's a very rigorous process. So, yeah, hopefully that gives you guys a great example on how products get developed