I graduated 25 years ago from the University of Iowa and that I was in school. I got a job out of Iowa in Chicago, benefits consulting firm in suburbs Chicago and at a time I interviewed a handful different places and I took the first offer I got justbecause I just wanted to get a job and want to get into the pressure of interviewing kind of just be done. Anyway, it was a good job in Chicago, I was in Iowa so was a nice, easy and not far from where I was at. Long story short is I took the job to be a programmer, did a lot of programming in cobalt time and even then in the mid nineties, the lot of Y2K programming was coming. I knew that future was not what I wanted. Cobol wasn't interesting to be a school. I started looking around and figuring out like what do I want to do within the company I was at, a lot of opportunities and so at a time I wanted to something technical, I really enjoyed solving problems with computer and that's what I wanted to do but I didn't want to do it on the technology I was working on. I literally would get the want ads in the Chicago Tribune. Just looking back at the pages and wondering what's a good job out there? what's paying really well? what do I wanna do? and kind of zeroed in on Oracle time. Mid-nineties, Oracle was really hot technology because Oracle's what started them, but knew nothing about oracle, knew nothing about SQL. My skills were all on C Pascal even job I was starting to learn, obviously Cobol in relational databases so I always had a pretty good work ethic. I always was kind of the person who makes sure the job was done. I took my classes, I found a night class in Chicago that 2-3 times a night it was. I took some classes and I learned what databases are with proper form but we're for it to kind of the entire oracle development and I just kind of just learn on my own and at the class, so do my job in the after the day then at night working, taking night classes and then when I got done with that, I went back to the office and It was just a coincidence. It was kind of a nice coincidence because it was that the girl I was seeing at the time got a job. She went to graduate school in Kansas City, moved to Kansas City and I thought, I'm going to take this brand new Oracleskill set I got to see if I'm going to die with it. Interviewed at someplace, got a job, no experience whatsoever but they needed an oracle developer, and I got a job on that. I worked a couple of years in a place in Kansas City and then the nineties boom was going for the dot com bubble and I got some friends who were starting to work at a company in Seattle. Media Oracle developer, they knew that buzzwords so I moved to Seattle and worked at a company called classmates.com. They call themselves the first social network, probably was, did a lot of work on Oracle there, had a great time doing it. I worked with a lot of really cool people., working at a start-up, you get a lot of responsibilities from product management to program management to and all kinds of different skill sets. They're in different tasks and opportunities and my personal work ethic has always been pretty strong. I don't know where I got it from. It certainly wasn't something that I looked drawn. It's just something that was agreeing to me that I wanted to work hard and make sure that the job was done and done right. I always had kind of a name for making sure that how my job was impacting my current project but how that project was also back in business. It was something that was important especially working at a start-up. I wanted the start-up to succeed and I wanted the business to do well for personal reasons, for what I had invested in it and stocks abstinent but also it was just interesting to me. I want to know how what I did every day, how it contributed to the success of the company and that led me to work really hard. I was young didn’t have a family on so I was able to put a lot of hours in my twenties and the people who I work with saw that and that was something that, that's something that they want to be. I also kind of a natural leader because of that, in my experience working to something and they are it wasn't where I thought the direction need to go and work with them and it is kind of the natural leadership came out of me that way. My boss saw that and eventually became, I was actually doing a management job before I got assigned as a manager. It's just something I do a report to my boss kind of basically made up disposition like, Hey, you know, what we're doing is just kind of took a natural leadership role within the tea. and not to a point where I would step on people's shoes. I was always very respectful and very careful that they work as a team that was also a team for me. I didn't want to have, I wanted that the team was happy, was working together. We got a lot of different skill sets and everybody was important on it so I wanted to make sure that I wasn't rocking the boat that way. Anyway, I pulled up, I was asked to be a manager. At the time no self-respecting engineer wants to manage your way always worked with people that you know and manage with it. That's something that we're different reasons thing that you want to be that person. Anyway, I ended up doing it for a lot of different reasons and I actually kind of enjoyed it because we were already kind of doing a job and now I was just getting compensated for it and also able to program, so I kind of made a hybrid situation I'm going for and even the stick still programming. Even at the director level adobe another stop between is a program to get your hands dirty so which is cool but anyway, that's how I got there, being a senior manager. Classmates actually ended up doing the startup from Narrow at Seattle of the co-founder of a tech start-up there that started going sideways. I got contacted by adobe to be a director of engineering, at the time I didn't know what the new job was going to be, in Seattle and did about three months ofinterviewing and I wasn’t even sure I want a job which is one of the questions is how to get here and so when you're interviewing for a job, you don't even know you want it, you really have a pretty good way, my start-up in Seattle, I was very happy with but I went down this path kind of reluctantly and I even told my boss who hired this time don't get too excited about that and I was being very transparent, but it was too transparent. Anyway, I ended up doing really well in the interviewing process, got an offer. My wife and I, my daughter time aside, let’s make a lifestyle change, we were in Seattle, let’s do something different let's get out of here so moved to Utah took this position and have been here for nine years since and I really enjoy it.

Basically, what I do on my day to day job is I have two kind responsibilities, two areas of look one is managing up to my leadership which is a lot of VP since senior directors then managing down l which I like doing much more, working with my engineers, especially my leads AmericaTex and making sure when I manage to down my number one responsibility is that I have three teams since I work with them all very closely so manage down is making sure the right people working on the right things. I'm not a micromanager, I'm not too far removed from actually tell them what do you want to do but I make sure that I hire the right people and make sure that those people are going to right hands and they trust me, I trust them, there’s not things that they can't tell me when things are going sideways. They can tell me, and I want them to get it on blocked and try to correct that, make sure we can get things done on time and whether it's getting the resource around or talking to different people andtell them that their projects are getting done to get this done. Basically kissing babies and shaking hands. Then there's the managing up, that's a little tricky as far as It's not black and white as far as I can getting things done. It's more of making sure that my team communicating up, what my team was doing, what they're doing well and more importantly, what's not going well to make sure that they have information that when somebody else comes to them, they're not ambushed and that they have the right information. They also have the right story, like why things are iconic. Why are we taking an extra two weeks to execute a project down when it was to be done two weeks ago, let him know the risk that are there. I spend more time in PowerPoint, excel and outlook which is kind of sad for me because you believe you like program still but managingup is critical. There's sort of public speaking point. It is an exercise I don't know a lot of exercise a lot, but you have to become it when you get to move up. The chain is getting from people and organizations and communicating especially with PowerPoint but communicating what's working, what you're doing, with what strategies are you working on going forward, then how are you going to differentiate yourself and how are we thinking outside the box and how are we thinking outside the competition, Adobe's competition to solve certain problems so it's kind of most of what I do all day. A lot of meetings, I work with me so I'm assigned with a lot of remote teams, also people working from home, some video conferences all day, but basically doing just that. A lot of communicating and I'm blocking and making to work and write things. I have work 50 hours a week now in the office and then weekends and evenings. I've always got my email in front of me making sure that there's nothing that people, we're a global company people, Romania, India and working closely. So I want to make sure that if you have questions, I'm available but also that was pretty good with proper work-life balance so I have two kids at home and especially when I was younger, I would certainly work more hours than I do today but I certainly make sure that if I'm meeting them their off-hours, we have people that are on my team, the younger people that were like me in your twenties they work a lot if we asked him to do that. They just have a passion for what we're doing and like we're at missed a couple in this morning and there was a couple of guys up for a corner morning, on Monday morning, working on a problem that they just couldn't let go up and it was kindof cool, but also kind of sad, I worry about that because they get burned out, but they tell me that they enjoy it. It's something we don't ask of and my bosses haven’t asked me to work more than 40 hours but if you want to succeed you have to go above and beyond what asked so we do what we do.

I worked with a lot of obviously my peers, a lot of directors, a lot of product managers because I'm the one who's basically in charge of what my team to do. Explaining kind of lay their case of why would we need something important but my responsibility is making sure that my service is up and running and stay up. I am always making sure that we don't go down. It's my number one priority. Product managers with all new features obviously come to me and say, we try to find that balance between stability in the future. So I work with a lot of those guys. We also work with a lot of architects and my team leads and another team leads so a lot of collaboration across teams. I'm working a lot of really smart technical people, but also a lot of smart product managers and also engineering managers. Approaches to work with them, I don't know It's a tough answer. It's just being yourself. Don't take bullshit from people. You got to make sure you could make a commitment and make sure you hit it. You just got to be honest with them and work with them let them know why. Working with people more closely you could establish trusts and it's more of that stuff that you got to do outside of work. You got to go outside and its activities or you won't have a drink your dinner with somebody or just spending time with them outside of work, establish trust. So they could come to you and say, Hey, I need something from you or I need something that I need from them, something like that. When you have some outside of work and you trust them, you will definitely go and give them more and get more by having a relationship with them so highly encourage that. Work well with others because there are people that I work with that are fun to work with. I'm not going to go the extra mouth of people to do extra things to them.