The path to where I got today is a little convoluted. I have changed career paths a couple of times. But each time they've been shaped by what I've liked to do and what I've learned that I like to do. If I start out back when I started my career, I was an engineer. I wanted to go solve very practical problems. I ended up working in a semiconductor factory of Fab effectively, and I got to do a lot of what I wanted to and getting in a few years in, I realized that the practical problems were great, but business decisions shaped a lot it. So, I decided to move towards more business ownership of similar situations, manufacturing, supply chain, etcetera. From there went even broader to try and solve company-wide problems. And that took me into consulting as an example. In consulting, I did focus on one industry because the industry depth is important. But I did try to solve a lot of different problems for that industry, and this was high tech. High tech hardware mainly is where most of my work focused and having done that for almost 15 odd years, I realized I'd like to come back and have more ownership. But still, in a strategic sense across a private organization. More ownership of the group, more ownership of a process, more ownership of PNL as an example, which brought me back to high tech. Having more ownership and then bringing me back to a company role where I did have ownership broadly of strategy and then back into the supply chain, which was kind of where I started, but in a much more strategic role for Google. Google's technical infrastructure, where we get to oversee long term strategy, supply chain specific but also take on very strategic projects. So it's something that I thought of maybe 2-3,4 years at a time versus thinking that I want to be 10-15 years from now. You asked about the incident and experiences. I'll point to a couple of them. Back in the very first role, you could almost call it a negative experience where it shaped me in a very interesting way. About a year and a half into my role, I was doing some work in the semiconductor factory I mentioned, I made a mistake. I was very distracted, and I made a mistake in the way I was setting up a machine and literally 30 minutes later, we had scrapped three lots. It was a 1M plus dollars of cost. Those three machines. I did own up immediately. They couldn't. They wouldn't have known it was me. But I did own up to the mistake. And throughout my boss and I went and met with basically the VP of manufacturing, the VP of production. And we talked about what happened. It was a look back, not at me, as the subject of somebody did something wrong. But the incident that happened, how we had set things up so that that mistake could happen. And how would we prevent it from happening again? So it was much more of we're standing on the sidelines looking at what happened, how can we fix it? And that showed me a little bit of how people can be treated, treated with compassion, as humans that make mistakes. But doing it in a way where the mistake will not happen again, not just for myself, but for anybody. And that, to me, was a very interesting first take responsibility. But you're not blaming the person at least not the first time. If I repeated it, of course, they could certainly come back and blame me. But that was a very interesting experience for me, and I've tried to use that in a way where, when I think about people on my team, people, I work with it. So how can we make it better versus why did you make a mistake? So that's one example that I mentioned that I can try to keep using that.

So in terms of my experience. So technical infrastructure at Google? Let me explain what that is. So when somebody is using the mobile search or YouTube, Google Maps, the magic actually happens out in our data center. We have data centers around the world usually owned or leased data centers. And you can go on YouTube and actually see some videos of their official videos and what our data centers actually look like. That's what we mean by technical infrastructure. And in order to make that happen, there's a big set of people, infrastructure, the supply chain etcetera behind that. We design a lot of our own equipment and hardware and manufacture a lot of it using third parties. But it's fairly unique versus what say, an OEM that makes equipment like an HBO or EMC might. We do a lot of our own things, and that's not unique, by the way, other people in the same infrastructure will do the exact same thing. The group that I am part off, it's several 100 people. And we need to think of what our strategy will look like 3,4-5 years from now. How will we operate? What kinds of things are we aiming at? So think of this as a I'm looking where we need to be in 3 to 5 years. So the amount of work that goes into that which is long term strategy, long term business objectives that is one timeframe that my team owns. There's a second-time frame my team owns, which is called the Yearsworth Annual Planning. What do we need to get done this year? Performance management towards that. What metrics do we need to hit, balance scorecards in order to hit that, convincing my peers who own different function teams within supply chain how they should organize? How should the staff initiatives in order to hit that? What are the initiatives? What are the OKRs? So Google has a system called OKRs In order to basically make progress, it's got objectives and key results. OKR, that's what it stands for. So my team helps define and set those up and and manage the organization towards those goals. And then there's a very tactical call it business operations piece of it which is called day to day running of the organization as well, and there's a set of people on my team that handles that, and that could be things like ongoing communications, people recruiting onboarding. There's a bunch of organizations for later things like training, the variety of things that, like grease for the organization, for the machine to run. My team enables all three timeframes if you will. We also have a couple of other things around Data Analytics. We have our opposition that does that for the team as well as long term supply chain risk management, as well as tactical management of risks and crises as they happen as one we're in right now. So those are the kinds of things we handle. In terms of weekly hours. Very significantly I do not have to travel a lot for work. I do visit our data centers or our suppliers once in a while. I can work from home. It's a company policy. You can work from home flexibly as needed. But in many years I'm a little bit more old fashioned. I prefer face to face. But we're a global organization, so we end up doing a lot more video conferencing than in person anyway.

So I'll touch on the people inside. Most of my work tends to be within our group or with peer organizations. So I mentioned a couple already that are in my team so we've got people that had the organizational strategy and that can mean everything from what is our recruiting strategy, where are we hiring, which regions are you hiring? What is our location strategy? Which locations globally should our team be in and what should they be doing? And by a team, I mean the overall technical infrastructure organization. So there's a group of people that do all the organization's strategy or people-oriented programs if you will. There are people that do business operations that are much more tactical, enabling the organization to run day today. We've got lead program managers that lead very strategic projects that go across the group and they might be leading projects that are looking out 2-3 years. What capability do we put in place so that? There's a fairly large group of people with program management titles at Google. So I have a few of those. I have people that lead Data Analytics. Again, they are program managers, call it from a ladder or a job rubble standpoint, but they own different things, like data and analytics for the organization. If I look at other peer organizations. So just like ours who is a supply chain organization, we have other groups that do hardware design, for example or networking design. So there are peers of mine who are heads of strategy and operations for those organizations I interface with them a lot because they have ownership for similar kinds of many off-services is that I mentioned for their own organizations for interfaced with them a fair amount. From a technical standpoint, there's a lot of engineering team, so area technology lead is one. So there are people that define the long term technical infrastructure required. So, I work with them to figure out what should we, in parallel, put in place to support them. So those titles tend to be things like area tech leads, technical program leads, for example, or your technical program managers. There are people that are in people's operations so HR. Certainly, we work with a lot because I mentioned the organization's strategy element of design people and so forth. So these are some examples. In terms of what approaches do, I find working with them? I think it doesn't matter which company what role. I think it comes down to how you can establish a personal one on one relationship with that person. How do you know each other as people? I think there's a benefit for saying this is all business. You will jump straight to work-related things, but increasingly you work with other people. You work through influence rather than walk through authority and for you to work through influence. Knowing other people who they are as people, what drives them is a lot more important because now we can influence them better, not in a sort of a devious way, but influence them in a way where it helps them. It helps their career. It helps their objectives as well, in order to know that knowing them as people is much, much more important than knowing who their boss is. You can call the boss, tell them what to do that has never that can be the resort, but it's usually the last resort. If you're not from being able to push the organization agenda forward. So it's getting to know people better as people and what drives them is my number one thing anytime I meet somebody new because I know that way we can work a lot better.