Qualtrics COO, Global Sales
University of Utah - David Eccles School of Business Master's Degree, Business Administration
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How did you get to where you are today? What is your story? What incidents and experiences shaped your career path?

Summarized By: Jeff Musk on Wed Oct 14 2020
awesome. Well, nice to meet you and everybody online where I got to today. Well, I moved to Utah originally to play baseball at the University of Utah. So physically, that's what got me out to Utah from California. I'm a Bay Area native. I went to school at the University of Utah and graduated in finance and thought originally, I wanted to go into consulting. So I started doing consulting for a couple years and realized that I kind of wanted to pivot. And the reason for that really is I enjoyed consulting. I enjoyed the gaining the skill set there, but I really wanted to see and implement a process from start to finish and not really handed off to another team to go do and I wanted to own holistically solving problems. So after consulting, I decided I wanted to get into Tech, and that's when I made a transition into Thio. Vivint Smart home did a lot of analytics there, and sales operations and things of that nature really got to see ah, wide variety of problems, uh, not problems with just, you know, challenges that we could go tackle and got to work on a lot of them So it was really fun. And then I got approached by Qualtrics and have now entered the SAS space. That was about four years ago. I made the jump to Qualtrics, wanted to get into SAS and so came over in sales operations and have been within the operations realm, uh, to my current position, which is CEO of global sales. And so it kind of see holistic and to end sales operations, processes strategy, forecasting all of that good stuff. So that is really what helped me get where I waas. There were experiences along the way that really helped shape it, I think one of which would be early on, kind of seeing in consulting that I wanted Thio own things and end. The second thing was I as you can tell, I have a beard that's a total east of the time, was a little frowned upon and consulting And I just didn't wanna wear a suit every day and shave every day. And so it kind of that experience let me want to go somewhere where I felt like I could be myself fully who I am, and tech seems to be very accepting that tech industry in general, very inviting for people to be authentically who they are. And so that was something for me. That was a big reason why I wanted to go into Tech originally. And I think you know, there's there's a lot of other experiences, but those are two big ones that stand out to me and getting to where I am.

What responsibilities and decisions does one handle in a job like yours? What are the top three priorities? What are weekly work hours like?

Summarized By: Jeff Musk on Wed Oct 14 2020
Yeah, so I'll start with the priorities in my role. Right now, One of our big things is to have an accurate forecast for new sales and new business. And so forecasting whether that's rolling out a global methodology of forecasting or getting a right number at the end of the quarter, just for those that we're learning about forecasting. And what that means is that you you know you have certain revenue or sales targets are zehr quarterly, But some people do monthly or annually forecasting is really looking into the future and saying where you're gonna end up and being accurate with that. So you're looking at a lot of pipeline metrics and things of that nature, and it's important to know where you're gonna be in the future. And so that would be one that that would be big. The second would be improving processes. So a lot of times in a fast growing company process is something that is, you know, you're on an airplane flying in the air, and you're just kind of duct taping things together to keep it going because you're just going so fast and focusing on processes and things that are scalable for 10 years. Down the down the line are some things that I look at so that could be in our CRM sales force. It could be in a variety of different areas, but tryingto think about 10 years down the line and build a stable foundation and processes that will last all you know throughout time and that can be automated. So that that would be that would be the third. Prior to that, they would be automated. Much things I can. A lot of people here I know you're mentoring. Students here are in school, probably learning a lot of data science skills and automation skills crucial, crucial in tech to be able to automate things on DSO. So we work on that as well Would be a big, big part of my job. My weekly hours, um are they range? And it's a It's a variety. I currently work with a C. R. O. Who lives in Sydney, Australia, and my nights or his mornings, and so sometimes I, you know, will take a longer lunch for a few hours, and I'm working from home right now on guy. Spend time with my family and then I log on a little bit later. If I'm not having any meetings with our C R. O in Australia, sometimes it's with Europe. So I'm I'm up earlier and end earlier. But my general philosophy on weekly hours for anyone that's one of my direct reports is for them to custom design their tailored work schedule that makes them happiest and most productive. So for some people, that's like 6 a.m. to 3 p.m. And they want to be done, and that's great. And others it's, you know, I like to sleep in, and I'm more of a 9 30 start and I'll go till seven or something of that nature. So my philosophy on weekly work hours with my team, which is a you know, a lot of people, is generally to custom design that that makes them most productive.you have to adjust. So, you know, obviously you don't just kind of continue forward thinking things. They're gonna be the exact same, right? I think sometimes people get so set in their plan that they just want to keep going and act like Cove. It isn't there. Right? In reality, you have to adjust, and you have to look at incoming factors. And, you know, where is co vid hitting the general population the most Probably more small and medium business and not large business. And you could take that into consideration when forecasting or planning or, um, doing things of that nature, right? And so I think you just have to adjust. You have to take it in from a weekly work hours perspective. With Koven, we wheel out our entire our company, our entire company, to go remote until January. And that was just thankful to the leadership team that Qualtrics that they made that decision early on. I remember coming in the work in March and midday, having a big company, all hands and our CEO Ryan Smith saying, Hey, everybody, you have the you need, you know, go work from home. We're gonna do this remote thing and it's gonna be until January 1st, and we'll kind of decide what's happening at that point in time. But, you know, you have the freedom to work from home. Until then, we'll use Zoom will use videoconferencing like this and eso quick, decisive decisions. I think our key way also had to cancel our X four event, which is a large Qualtrics event where we have, you know, Obama came and spoke last time in Oprah. Things of this nature way to kind of call it off, and it was a couple weeks away is a tough decision. So, um, you know, you have to make those tough decisions in those times, but you have to kind of face reality and understand. You know, covert wasn't going away and we made the right decision, but, you know, you gotta adjust.

What are major challenges and pain points in a job like yours? What approaches are effective in overcoming them? Discussing examples will help students learn better.

Summarized By: Jeff Musk on Wed Oct 14 2020
Yeah, I think some challenges in a job like mine would be fun challenges that I enjoy. So strategy is really exciting. And, um, what I've noticed is sometimes a lot of people want to get into strategy right out of their undergrad that they want to come in and make the big decisions for the whole company. In reality, it's really difficult to do that. You kind of need to know all the nitty gritty details of the business is and how you make one change here. It affects it over here, and there's ripple effects and things like that. So my my suggestion would be to kind of come in and get your hands dirty and learn that stuff. But I've been doing that for a while, and now that I'm there, I kind of know the challenge the challenges would be. You know how you continue to reinvent yourself as a company and how you go grow fast and keep up high growth rates. And, you know, every year you're making new decisions strategically that will allow you to go do so. I'm thinking, what you know what you think is gonna be the best plan for the next year. Um, you know, I think approaches Thio, tackle big challenges, just break them down into small small tidbits and just bite off, you know, a bit of a time and, uh, you know, you'll get there. It takes takes time. But I think sometimes people see big challenges or big obstacles and just get almost paralyzed from from the challenge and just kind of look at it and go, Whoa, that looks intense. You know, I don't even know where to begin. And there's this paralysis that can sometimes happen when in reality, it's okay. This is the goal. Here is where we want to get there in order to get there. We break it down into these 30 steps on how to get there. Let's start it. Step one, and let's figure out that challenge this week and just keep going. So I think that's a big, big part toe. Have success in large challenges, eyes just to break them down, think through them thoughtfully, and then when you get to the end, you have this holistic plan that's a good strategy that's laid out for an upcoming year or multiple years down the road and is pretty effectiveYeah, So I think one it would be a former role was we were migrating a CRM, which is a customer relationship. Management tools like Salesforce were migrating to salesforce from an older CRM is kind of outdated. And it's really painful because, you know, you have to switch your whole, uh, tool that your whole company utilizes your call center. Utilize it your sales reps utilize it. Every data input they put in goes into salesforce or a crm Um and, you know, migrating that over. There is so many different departments that are affected by that. People that pull data have queries based off of an old CRM. They have to rewrite every query, uh, to the new CRM, right? I mean, we're talking. That is like a small example of things financial reporting, all of that stuff. So that's an example where it's a huge Messi problem and you've got to break it down and the really small goals and go accomplish those things to get over there. But that would be one that, to me, stands out, is a huge, huge challenge about face in my career. Okay,

What are the job titles of people who someone in your role routinely works with, within and outside of the organization? What approaches are effective in working with them?

Summarized By: Jeff Musk on Wed Oct 14 2020
eso within the organization. Obviously, there's, you know, fellow CEOs and strategic leads and directors and vice presidents and things of that nature. I think departments that I work closely with our finance sales, enablement sales training, customer success. Uh, you know, everything that's really touching the life cycle of a customer sales. Most importantly, that I that I worked closely with, um but my philosophy is really just to work with everybody, so it could be analyst. It could be junior analyst. It could be interns have very close relationships with people of projects that are interns and are people that are part time or junior analyst in my role. I really like to get to know everybody an entry level sales route. I don't you know, I think it's important in leadership to not be kind of elitist or just talk Thio. People with similar you know, letters before your name on things of that nature, right? It's important to talk to everybody. I found some of my best ideas have come through someone on the ground floor six months out of college. That's a sales rep that's trying to figure out what to dio, and they say Hey, you know what? This would be a lot easier for me, and that's something I would take and go run with. So I think I routinely work with everybody with in New York. I don't work as much with product and engineering because that's you kinda usually have sales and operations, and your product and end, you know, sits in different in our in our case, different areas off most of our engineers air in Seattle. And, uh, you know, I do a bit where you see some product things changing and you hear from a customer that they want to different product features, and you relate that back to engineering. But I didn't go to school for engineering, so I can't really speak that language of my tribe as faras coding and building products approaches. To be effective with working with other people, I think is really coming in with an inquisitive mind and coming in seeking to understand not that you have the right answer all the time. So no matter who you work with, I think coming in with those approaches really helps. If you come in with hey, I've got all the right answers. I did all this analysis and look at me. Look at the deck. It's the right answer for everything. You tend to alienate people. They won't listen as much. But if you come in with the approach of Hey, this is some insight that I found. I think it could be helpful to the organization. What are your thoughts? And you get some really healthy dialogue with a lot of different viewpoints. Thank you. Get to the much better solution that in that regard than kind of coming in thinking everything we do is is exactly right.

How would you describe your management style? How has it evolved over the years? Can you tell about experiences or books that influenced your management style?

Summarized By: Jeff Musk on Wed Oct 14 2020
awesome. My management style has evolved over the years for sure. I'd like to think I'm becoming a better manager. Over the years, you tend to learn a lot from miss takes. My management style is very much that I would describe as high trust low micromanagement with a focused on results. So for me, I knew is an employee that I did not like being micromanaged. I didn't like someone breathing over my neck, asking me every, you know, two seconds if something was done. I like to know when the due date waas and to provide feedback up. Hey, we're still on track. We're doing good. I'll have it done. Um And so for me, my management style has really evolved into what I would prefer if I were working for somebody. So mine is I don't monitor what hours you come in. I care about the results. So in the beginning of a quarter will put down a list of projects and deliverables. We want thio accomplish that quarter, and we relentlessly focused on those How are we doing on the projects there? And we have, you know, weekly check ins, not daily check ins or every other week check ins on the projects to make sure we're going there. But it's very high trust that if you tell me you're going to get it done by the deadline, I trust that you will, and we'll check in periodically. But I'm not gonna email you every day and make sure you made progress on it. So very high level of trust, no micromanagement saying, you know, hours of the day. Like I said earlier, I don't care when you come in and when you leave that you're getting the project's done that we feel like our stretch And I would say I like that fun. So I'm not I I like Thio on in the middle of the winter out here. We'll take a half day on Friday and go skiing at Sundance, and you know, we'll go do some fun things throughout throughout our time working together because we're going to spend more time together working than a lot of people do with their families. And so we should have fun while doing it to enjoy life. It's a big part of our life, and so I think we should have fun. Some books that have helped me, I would just say one that I recommend to everybody that I talked to ask this question would be how to win friends and influence people. That, to me, is super important. Just knowing the right way to communicate, to interact with people because you could have the best and brightest ideas. And it could be amazing on a spreadsheet in a Power Point presentation. But if you don't have the ability to communicate that effectively to people and persuade them that we should do that, then it's kind of pointless. So I think A Z, you're learning hard skills in school. It's really important to learn soft skills and how to win friends and influence people has been the best soft skill book that I've had. Another one would be extreme ownership. I love that book. I think it's super important, Um, applies to business really well, it's a fun read, so extreme ownership would be another one just taking accountability. And that could even be Hey, you know what? I've dropped the ball here totally space. That email I told you I'd get it to you today, but I didn't, and I'm sorry. I'll get it to you by tomorrow. I'm gonna work. You know, as much as I can. Tonight, tomorrow morning early. I'll get it done. That just That level of accountability is rare, and it's super refreshing when you see it.

How do you manage conflicts within and across teams? How do you promote trust, openness and a healthy work culture? Sharing stories will greatly help.

Summarized By: Jeff Musk on Wed Oct 14 2020
I think it's really important to be transparent and open. And so, generally speaking, I like to get all the parties involved in the conflict into a room or into a zoom like this and have that dialogue be open with everybody because I think what happens. The most toxic cultures I've seen are ones where there's a lot of side conversations. There's a lot of back door, closed door conversations with one party, and then you talk to another party and get different viewpoints where if you get everyone in a room to talk it out, typically you get a healthier, um, venting of whatever needs to come out. And you typically can guide the conversation to focus on solutions and trust and good outcomes, because generally everybody wants the same things. They want to be successful. They want the company to be successful. There might just be kind of personality conflicts or maybe miscommunication. And I think being open and talking about that is is super super important.

How can one get better recognition of work from one's boss and higher management? What mistakes should one avoid? Stories or examples will be quite helpful.

Summarized By: Jeff Musk on Wed Oct 14 2020
you get a good point? I think that people are often very afraid. Thio Send anything you could say up the chain, right or toe higher management. And I think a mistake people often make Is they just kind of shy away from sharing something that might be really neat because, oh, why why would that person want to hear from me? You talk to me, I'm just a junior analyst. I think that's the biggest mistake that how you get recognition is you put it in front of people. So you you schedule a meeting with your boss and that person's boss and you show them what you've done and you say, Hey, you know, I know your time is valuable. I just wanted to set up this 20 minute meeting really quick because I've got some exciting stuff I want to share, and you share it. You throw it up on the board and you walk through it and you be concise because their time is very limited and you get through it and you, you know, you maybe have some questions. At the end, there's some takeaways or some next steps that you wanna go accomplish and you get some feedback. I think it's super important to do that. And you know, in example, when I came to Qualtrics, I remember being a Qualtrics and running these sales competitions. That might seem small, right? They might seem like it's just the little competition that were running the sales, but one of them had a really good Arli. This was a few years ago when I when I started in it was really neat, and I literally just I was more junior employees. I emailed it to Ryan Smith or CEO, and I see Seed are head of sales and I see seed our CEO, and I put my boss on it, too, and said, Hey, everybody just wanted You know, I know this is just a sales competition here, but look at these results it yielded. How cool is this, you know, and I put a screen shot of a slide that I did, and I'm super quick and to the point. Um, and I explained the positive impact, and that trickled into starting a dialogue. You know, CEOs replying back. This is amazing awesome work. And then it becomes the part of a slide on a board presentation the board deck had. That is one of the slides, the insights. And that's just so cool toe. See that? You know the leadership was willing. Thio accept it. That was just coming from me, but also that, you know, being bold and being a bit more brave is what is required, sometimes to get people's attention. And so that was an example of me that I really looking back said Wow, that made an impact because then I started to have personal relationships and feel more comfortable bringing insights Thio people that might be higher up in New York because they knew who I was. And now they probably read my next email because it left a good impression and stuff like that. So be bold. Be willing to, you know, not let your manager block you. If your manager says Don't go around me like that and send it to my boss, that's a pretty bad boss. Somebody you don't wanna work for it, to be honest, so just go around him anyways, um, do it tactfully, but you know and see. See them on it so they see it. But that could be a problem that people run into is they feel like their boss doesn't want them to look in, and that's just a immature boss that hasn't progressed in their management style.

What indicators are used to track performance in a job like yours? Think of the indicators such as key performance indicators (KPIs), objectives & key results (OKRs), or so on.

Summarized By: Jeff Musk on Wed Oct 14 2020
for us, you know, focusing on global sales. It's it's really, uh Are we hitting our revenue targets and quotas that we put up? So quotas and and sales performance, which should be in the form of quota relief for revenue? Um, those are the biggest right, but Thio gettinto early KP ice There's things called pipeline multiples with qualified pipeline or overall pipeline, which is basically saying we have all of these opportunities out and play that we could go sell to or people we could go sell to customers, potential customers. And you're looking to make sure you have enough of those out there knowing you have a certain historical conversion rate of pipeline to make sure it's going to cover your quota or your goal that you need to go ahead. So we're constantly looking at, you know, short term KP eyes for the quarter that we're in, but also long term. Do we have that pipeline coverage needed one quarter two quarters out that we could go hit the metrics we need? If we don't, then you start looking at other metrics. So there KP I such as marketing funnel Do we have enough demand? Gen. going that came increase, um, KP eyes that were looking in the sales funnel. So a lot of indicators and that's really a big part of my job is the diagnosis where we might be weak, where we're strong and where we think we're gonna end up.

What skills and qualities do you look for while hiring? What kind of questions do you typically ask from candidates?

Summarized By: Jeff Musk on Wed Oct 14 2020
I look for people that are go getters that are ambitious, that have some hard skills. You know, to be honest, I didn't even know how to do a pivot table when I first started my first analyst job in consulting. So I'm not too focused on hard skills. I think it's a plus. If somebody can say they can, you know, do excel and they conduce equal or python or are you do some coating that's awesome and statistical modeling. But I'm or so I over index moron qualities. Are you a self starter? Are you willing to go learn new things? Can you take feedback? Well, um, those type of qualities is what I look for when hiring some questions that I ask. I think you've gotto, you know, adjust your questions based on role. But if it let's assume it's just a general analyst role, I'll definitely like Thio. Ask people and ask them case questions to see how I think so I might ask a question like how maney gas stations are there in America, right? Or how maney golf balls could fit in an airplane or some random high level problem. To really see how people can break it down and start talking through what they're thinking and build up to some estimate. I don't even care what the estimate is. I just care that people can start to think critically and maybe making assumption and make some guesses and get to an end result. Sometimes I find people just get paralyzed by the question and get frozen, and I like to see that people can work through that roadblock. You know, if they can work through that mental block of Oh my goodness, that seems like such a hard problem and break it down because, like what we were talking about earlier, with big challenges being able to not be frozen and break things down and build up Thio, you know, strategy or an outcome. That's really what I use that question for. I'll also ask questions just to get, you know, to know people better. Tell me something about you that's not on your resume, and I've learned a lot of great things about people. I like to see them open up generally with that question. Talk about things they're passionate about. I'll also if it's very tailored toe like, ah, compensation analysts that needs to be good with numbers, I might ask. Generally speaking, you know, how many times does 25 going to 500? What's, Ah, 1000 divided by 20? Like just general, Pretty easy mental math stuff. That's not, you know, calculator based. I think, as you know, compensation analysts or someone that needs to be really good with numbers and finance or something like that. You've got to be able to look at a spreadsheet and go, Oh, that number looks off because mental math that's way different and then fix the formula. So I do that generally with more numbers related type jobs.

Can you discuss career accomplishment(s) that you feel good about? Please discuss the problem context, your solution, and the impact you made.

Summarized By: Jeff Musk on Wed Oct 14 2020
I'll talk about this one. Actually, this is a new award that I got here right behind me. Qualtrics People Manager of the Year award. And that was the most recent year for the year. 2019. Um, I That was a big accomplishment for me. There were there are three of these awards given out in the entire company. There's one for operations, one for sales and one for engineering. And it's among 550 people leaders at the entire company and Qualtrics And I won that award based on, uh, engagement of my team, our results that we delivered and, uh, a lot of a lot of other factors with those were pretty much the biggest ones. So to me, the problem context was really just be a good leader and operations be ableto keep a team engaged to tackle the day to day problems that we're solving and then have an impact on the York that could be measured in, you know, better sales or sales efficiency or process efficiency on I was able to win that which is awesome career accomplishment. I think number two would be just our general company Qualtrics a couple of years back almost two years. About this time we got acquired by a company called S A P for $8 billion and being a part of a company that's privately held in having you know these dreams and desires to eventually either go public or be acquired by a larger one for a pretty sizable evaluation. There's generally a goal or accomplishment that you would want to have as part of a private company. And, you know, problem context there is. You know you need to be growing enough and you need to be in a market that's attractive, and you need to have a solution for that market and create. In our case, go create a product category, which is experienced management and, you know, kind of accomplishing those things. And seeing the reward of being a quiet acquired by ASAP was really need something felt great about. And now we were gonna go I P O s. Oh, that's going to be something that I'm also excited to go dio I've never done that as, uh, part of my career is to be able to take a company public and learn ah lot about that experience. So I'm excited about that

What responsibilities and decisions did you handle? What were the top three priorities and pain points? What strategies were effective in dealing with challenges?

Based on experience at: Sr. Manager, Sales Operations, Vivint Smart Home
Summarized By: Jeff Musk on Wed Oct 14 2020
so I'll talk you. So within sales operations, Viven is vastly different from where I am. That right now in the SAS company, vivid sales reps, generally speaking, will go around and knock doors and selling a summer time. And, you know, see if people will get installed on, uh, an alarm system or smart home system in their home. My my responsibilities there were to make that process smooth. So a similar goal right is to make sales processes easier. A priority there at the time was rolling out tool to make that easier. It's called ST Genie, and it was a Web app that you could basically cell from an iPad. You could go into somebody's house and say, Okay, you need a couple of cameras and you need a couple sensors and do it on an iPad and have a signature there and make it a lot smoother of a process. And, you know, a sales could just get it done in five minutes via an iPad where the process before was, they would have to call in and do a paper contract, and they're the customer and do all these calls with people back a corporate toe to get things done. And so responsibilities and decisions were very similar to smooth out that process because the faster you can make it, the more time people could be selling, the more revenue company can get. So it kind of trickles all the way up in operations. Um, pain points are obviously migrating that CRM building out that app and fixing bugs and making sure it works smoothly. But strategies that are effective in it is really, you know, remaining calm, documenting challenges that come up making sure you're communicating out to the field the things that are coming down the line so that they know you're listening to their feedback and making changes. Um, priorities were really similar, right? Hit the revenue metrics or the goals with the quotas that we feel like we need to go hit as an organization. So, you know, within sales operations that given or sales operations in global sales that Qualtrics the goal. It is always to go hit the revenue targets and enable US sales force to go do that eso very similar goals and priorities, but different in tactical execution, a sales rep territory to get down into the nitty gritty of what a sales reps territory is in Vivint Smart home would be, ah, part of a zip code where they would go knock doors, right? It's a you know, a few streets you could say is their territory, whereas with Qualtrics there's their sales. Territory is a collection of companies that they're going to sell to, so their sales territory could be, you know, Amazon and tableau because they're located in Seattle and Microsoft or whatnot, you know, thes air large organizations. Or it could be, you know, state governments and across state lines and be huge. Or you could be landing the first sales rep in India and their territories, all of India and so territories at the minute level changed drastically. Right? But the problem is still the same. You're trying to create a territory where sales reps can go sell into. That's appropriate for them hitting the targets that they need. Thio And you know, the strategies. They're all the same. They're right, the executions the same. It's just making sure you're using data to provide insights, making good decisions, communicating those decisions thoughtfully

What college programs did you attend and what were their best parts? How did each of your college programs prepare you for your career?

Summarized By: Jeff Musk on Wed Oct 14 2020
attended the University of Utah from my undergraduate and finance and also from my MBA, and I actually went to ST Mary's College my freshman year, played baseball there as well and just one year and then transferred. But the best part are completely different and how they prepared me a completely different my undergrad. I would cram to study for a test, and then I would forget everything the next day. And I really wasn't seeking toe Learn that I was just seeking to get the good grade to get the degree to get the job and the best part for me. Waas Those late study nights sessions with friends and for me, my under God, playing baseball and being on the road and doing those seven things and cramming for tests and just, you know, all that fun stuff. But my MBA, the best part was all. I gave some really good friendships. Some of my best friends are from my MBA program, but I really did my MBA toe actually absorb it and learn it so that I could apply it to business. I feel like when you're in an undergrad, if you haven't intern, it's really hard to understand how these concepts that you're learning will apply to a business if you really never learned worked in a business. But once you finish your under God and you start working in the company and you start to see Oh, that's the marketing department, that person is the head of marketing. They're probably focused on these things. You learn that in an MBA program, you get this vast experience for the second time around after you've been working at a company generally for a while and you start to see how things apply like oh, the accounting rule there applies to us in the same way that this case is applying. I'm gonna go talk and have lunch with the head of accounting to learn how we do it at Qualtrics, you know, And so to me, the best part of my MBA was actually really understanding the business and how what I was being taught applied to it, and it really did help me prepare for my career. My undergrad helped me just with knowing some basic Excel, knowing that I could handle problems and solve them, but not too much tactfully from my undergrad, more so from the

What three life lessons have you learned over your career? If any, please also discuss your experiences facing adversity, or trying something unusual.

Summarized By: Jeff Musk on Wed Oct 14 2020
eight question, Um, number one would be, I think love everybody and be nice to be good to people. I think You you maybe say, why does that really influence your career? I think generally people that are good to others and want others to succeed as well and are selfless generally provide an environment where a company can need. And in essence, it actually comes right back to you that you succeed and everybody's happier. So that would be, uh, number one. Number two is a life lesson would be. Do what you want to dio because you're going to spend a ton of time doing it. What I mean by that is, if you're in a job that you wake up Monday morning and there just dreading going into it, then you've just got to change careers, make a pivot, do something else, do something you're gonna love and be excited about, because that's a big chunk of your life. Um, so that would be number two, and then number three would be to give back. So, um, whether that's you know, most companies generally have some, uh, philanthropy or some cause to give Thio. And I think that's really important. When I was at Vivint, it was about autism research and helping those with autism, which I had a big passion for it because my mother was a student, ed Aid and teacher and worked with a lot of people that had autism at Qualtrics. It's about cancer. There's a, uh, organization called five for the Fight that Qualtrics started. It's about ridding the world of cancer. Eso there's generally things to give back there, but I guess more of my focus on giving back is really giving back to the next generation of leaders, taking time to do mentor sessions, going out to lunch with anybody that asks you thio for me doing this podcast here, this video conferences away that hopefully I could give back in any way. And if people want to reach out to me or connect with me on linked in and ask me questions or do a virtual lunch, I would love to do that as well. But giving back it is just really fulfilling, and I think it will leave the world a better place for the future generations

What starting job (after internship) would you recommend to students who hope to grow professionally like you? What other parting advice, dos, and don'ts would you give?

Summarized By: Jeff Musk on Wed Oct 14 2020
I think a general analyst job or something. You know, any entry level job is gonna be good to grow professionally. My route to my role of CEO global sales is an interesting one. I was a consultant, and then I was an analyst, and I started manage a little bit of analysts. And then I kind of work into a roundabout way of getting where I am. I don't think it matters exactly too much. I think you start where you can. I would recommend my advice would be work for a good company in a good industry. And I would probably start with the industry. Like I wanna be in health care or tech or, you know, construction. Whatever it is that you feel you're going to be passionate about. I would go with the industry first. Then I would go with the company who in this industry is doing it right? Who is going to be somebody I'm gonna wanna work for? And then once you found the company, really? Just find an entry level spot you could get into once you're in a company, that's good. You can kind of work your way around if you're good and and nail your core job. So I would say focus, you know, it could be an an analyst job. It could be a customer service representative. It could be an entry level sales professional. But get in. You're gonna learn a lot. You're gonna learn if you like it. If you don't like it, you're gonna learn some skills. You're going to see other parts of the organization that you might be interested in, and then you just go from there. So my advice would be not toe overly focus on the role because you might think, Oh, I don't wanna be, uh, finance analyst the rest of my life, but focus more on the industry and then the company because you might be able to go. Hey, I'm gonna you know, I'm getting a job offer in a covert environment. That's pretty difficult. So that's a good thing. This is an analyst job. I'm gonna learn some really good skills, so that's also a good thing. And then I'm gonna be the company in an industry that I love and and I can, you know, potentially move around after a year or two. You're not going to be pigeonholed into one thing for your starting role forever. You're not determining the rest of your life. So my advice would be to start industry, then company and get any entry level role that you feel like you could learn from Go from there.