workers and executive compensation specialists at all, which is mainly my role is managing the salary, bonus and equity programs for our tickets and above how I got there. I don't think I never started out on a career path to do compensation in general, but I was very much interested in consulting, which was coming out of college. I officially made it in industrial engineering and switch my major from that psychology and business. So I graduated from Georgia Tech with the degree in psychology and business and went directly into HR consulting firm called Mercer. ESO. Mercer specialized in a couple of areas compensation being off them, and so that's kind of the field that I took to. I'm giving my just affinity for math and numbers, but also in engaging with people on in the areas of finance. So I spent about three years there in that role, which was ST I was in there Atlanta office and as I was studying for the G, Matt to go back and get my MBA because that was kind of my next step in my career. Uh, someone from Google reached out to me on LinkedIn and said that they had an opening, but this role, and so I was very much interested because it's Google. And so even though I had other plans going on, I decided to kind of hear them out and took an opportunity to go through the process with no promises. They're just saying, You know, I'll try it out At the end of the day, I still got back home that I really enjoy and everything went well and so I've been at Google or a little over three years now on the executive compensation team the entire time, so that's kind of the TLT are how I got to where I am.

at all, which is awesome. I travel a little bit in my previous career, consulting, but working have specifically at school. I don't have to travel any, which is great in terms of responsibilities, A said at the outset. Most of my work on my team's work revolves around managing those pay programs for executives. So we handle everything from, uh, ad hoc discussions on total compensation. So not necessarily salary way. Don't make any adjustments, compensation from a salary perspective during the year. It all happens kind of whether it's a promo, are at the urine cop cycle, Uh, in terms of like, you know, other aspects of my rule. We also partner really closely with our board of directors Lee, the Leadership, Development and Compensation Committee. So that committee on our board is responsible for exactly maintaining leadership development, ensuring that their back feels really important roles help from making compensation so very close to the border basis. Um, he manage our annual programme of planning's a once a year we take into account performance. I work. I have worked with the decide what's gonna be the opposition for their report, so that's kind of the long and short of it. There's a lot of in between there, but for the sake of brevity,

cell is really big for compensation professionals in general. At Google, we use it sell, but not a ton. Our sheets Is that our own products? So what we use that on it functions just as well, if not better, is mostly what my specific team uses. There is a broader compensation team where those individuals are responsible for the compensation of everyone that is not a VP above. And so a lot of the things that they do are you know, they work in sequel a lot and so way use a tool internally call plex, which is mainly based people coding, Um, and a lot of our tools. Internally, we build our Celts just cause we at the manpower to do that. The resource is to do that. So, for example, are compensation databases that we plan compensation and don't use the third party vendor for that, like many companies do, like air. Anything else? We built our full for that because our specifications air so fine tune that going outside. So third party won't really produce a product that we can actually, so that's kind of most of its sequel in terms of languages for teams like mine and Google, she slash XL programs