Well, I think it probably started when I was a child, and I really had a passion for acting. And the reason that I always start there is that when you are acting or you're doing theater, one of the things that is so critical to being successful in that world is being able to assume the character of someone else and to empathize into what that person would feel, how they would think, how they would show up in the world, what some of the stresses are that kind of, you know, they've gone through what their life path has been, and that set me up, I think, to to really enter into advertising and marketing because I think the core of being a great marketing leader is to empathize with your customers. To be able Teoh, um, kind of without flinching, be the voice of the customer in the room at all times into, you know, what are their lives? How are they thinking? How are they feeling? How might they show up? How might they act? And so it really started back way back when, and that was something that I found. I was particularly adept at which is sort of pretending to be other people empathizing, putting my shut self in their shoes and what really made me shift from from theater into marketing and advertising. Waas was really that it was the combination of empathizing with how to become someone or how to feel what somebody else was feeling, but also that combined with a desire to entertain. And I feel like the best marketers, you know, really have some element of connecting with people and then also finding ways to storytelling 100 taking them that sort of shape my path and, you know, from there I really, you know, transitioned I had to do all the hard work that everybody has to wear has to do. I took two internships in my career path really started off in never kind of changed. I really started off in NPR and marketing and then held different roles throughout that. I guess the other key piece to the answer here would be that I never really bought into this idea that I had to pick one thing. And there are people that would argue, you know, you should really specialize in communications and PR. You should really specialize in direct marketing are really specialize in channel marketing or maybe even have an industry specialty for me. What the joy Waas and my job was having all the variables decree kind of, Ah, a theatrical experience for consumers and everyday world. You know, when we go out, we, you know, get in our cars and driver. We take, take the train or we interact with our radio. There's a moment in time throughout our daily life where we can be surrounded by experience. And so it never made sense for me to choose one. I was just a happy doing, you know, hardcore growth, marketing and digital as I waas creating brand videos. And so, um, I think that really shaped me. You know, today I'm probably one of the very few CMOs who actually can has done sort of, like depth work of 10 years or more in all of the key pieces of sort of growth marketing, brand marketing channel marketing and customer research. Um, so I think not ever picking one direction also really helped me

sure. Um so at the highest level, I think today the CMO role is really changing. And it used to be that the CMO was sort of responsible for all brand and growth and external communications that the company was making to customers and consumers today that the concept of brand is really shifted. And, you know, the brand really shows up in all these different aspects of how a consumer interacts with you so it could show up in how fast is your is your load page time on your website that can tell me whether or not you've given me a good good experience or a bad experience. It can show up and how your customer service people are scripting and behaving when they're on the phone or house sales people are. Did you get it? So, um, that role is in shift. I would say very much, um and where it goes, I think is still unknown. You sort of have growth marketing and then you have brand strategy, and then you have communications and PR with content, sort of wrapping around that in some way in every place that you go is very, very different for me. Um, my job. I see it again as really putting the customer in the center of that and designing an experience around that, using all of those channels. So whether it's a CEO are paid performance, marketing, digital advertising, brand storytelling, you know, pr, um it really is about sitting in the center of that and breaking down the silos that not only exist in the marketing department, but also in the company to give the customer one great experience. So any, you know, my daily job duties are really can be anything from, you know, doing one on ones with all of my VP leads and director leads to see how they're not only, you know, executing in their given channels, but also how are they connecting with the with each other? And then there's a step up from that. Which is how is marketing connecting in to the entire company to shape that customer experience and then at the highest level for me, I'm also involved a CMO in you know, how is the company performing right? What are we doing to diversify revenue? How is our revenue? How are we doing in terms of sales? How are we doing in terms of unit economics and P NL, Um, and then really driving. You know, the company at that level, I guess the one other pieces marketing has become so critical to culture into driving how companies you know are living their values. So partnering with the you know, head of HR people is also a big part of my job today. And in terms of, you know, I could be doing what I love about marketing is I could be doing, you know, one day I could be doing a dashboard that looks a fresh fractional attribution of marketing channels. And then the next day, I'm out in the field shooting a video, right? So there's just a lot of dimension to the job, Um, that today I really appreciate that's definitely being threatened right now, as we kind of chuck marketing apart into different expertise is. But I think for me, I really have great joy in all those different aspects in terms of Warley Weekly work hours. Um, you know, it can range. It really does range. Sometimes my weakest 50 hours. That's probably an average week, 40 to 50 hours. Sometimes it's 80 um, it really just depends on you know how much we're trying to do. And if we're in a push motor, a launch mode for marketing and advertising. Um, and in terms of travel, you know, it has again. It's really depended on the company that I'm working for and how they're set up. It's their matrix organization that's decentralized. If they have centralized organization. Um, that kind of dictates how much how much travel I would do normally when we're not sheltering in place.

I think there are probably two main big challenges with CMO today. The first is that everybody thinks they're they're a marketer. Everyone sort of looks that marketing is Oh, well, I could do that or I could figure out a post on social Or I could figure out how to shoot a video and in many ways that that could be true. But in many ways, it's very intrusive. You're always sort of defending your craft and defending the world marketing. I think the second big challenge marketing is that most companies today, particularly companies who were started by, you know, suffered developers. Your technologists. Their limbic system is underdeveloped. Oftentimes, that's it. I'm making a general out of generality, So they're the part. The part of that particular thinker wants proof. They want our why they want data. And in many ways, that's killing. You know, creative marketing, enough killing emotional storytelling because you can't always measure love. You can't measure why somebody would connect to your brand for and stay loyal to your brand through all the ups and downs. You just can't measure that. And there's an element of, um, pressure to measure that, and sometimes and they all speak very freely as a female in the executive world. You know, I think that not toe over gender stereotype. But you know, there's there's this way in which the masculine archetypes and the patriarchy has been like we must measure everything. And then there's the part. But, you know, whether you're female or male, you may have over, um, zealous. You know, female energy that says No, this is about how do I just love you? How doe I love what you're saying about yourself, how you're showing up, how you represent yourself in photography and what you're saying and how you represent yourself in your product. And sometimes that's not measurable. And so the second biggest challenge I have is really trying to talk about things like consumer love and customer loyalty. And and how do you create loyalty beyond reason? How do you create love? And then how do you Ben struggle with you? Can't really measure that. I can only tell you that I can, that it's there. Um so those were the biggest examples of the challenges in in in the role of the CFO