It's pleasure, and I always enjoy talking to the students. Uh, it's the academia is always back in my mind. At one point, I know I'm gonna go be going back towards. So I forgot my first degree in physics and in Turkey and University of Cold Hodgett Tip. And it's It was a beautiful experience, and I wanted Thio first test out what it means to really work. And I worked about 18 months after college, but back in my mind, I was always thinking about kind of furthering are getting master's and PhD and so forth. And some of my friends were sh already on that path. And then I started my master's program in University of Tennessee. And that's where I also got my PhD. And I thought I was gonna work and kind of continue my work in Oakridge National Lab teach at the university. But I had a wonderful opportunity that came from one of the great companies we have in the U. S. Called Emerson Process Control and they're in process automation. And my professors convinced me they said, Look, you can always come back and teach n b a T University that really world experience is very important. Go there. And they happened to be actually working on something very similar to my graduate studies. It was all about pretty to maintenance diagnostics. And I was a student of AI, and I started working there and I spent near 12 13 years with them. I became a director of technology for them and then, uh, I wanted to run a business, really learn the business side off the story because I was always in product development and there was a, uh, consistent efforts from G to kind of get me into that business line. And I met some wonderful people. The CEO of G, who recruited me, became good friends as well. And, you know, it was very influential for me. And so I made that decision. People tell you, don't switch the type of job you're doing. So I was switching from being technology leader to being business leaders. They're telling you don't change industries all at once. So I was actually going from process automation to Transportacion, and I was also changing where we lived. But I uprooted my family from Minnesota. We moved to Florida. What was common? Waas My software backgrounds. So in all this, I was always dealing with mission critical software, so that was common. That was probably one of my biggest pivot points. If I have to look at it, what happened in my career? That decision, as hard as it was the key decision. Immediately after that, I became the leader for health care business units, and I took the software CEO and senior VP role, and that sort of helped me grow my careers. And then from there, I was trying to actually use Google clouds for health Club that we had launched. And I think they call it these days Uh, Ellison, uh, analytics platform in G. And so Google sort of change the story and they said, Hey, we're trying to make a cloud, uh, industrial and so forth that would you join us? And how can you say no to Google? It's probably the best company in the world, So here I am,

So on this particular one, I am leading Thea the data Analytics platform, particularly for the real time analytics. So I always found myself in the rial time data analysis from my college years, Thio, my Emerson and G years. And so far that's really fascinating, because if you look at it, the world data Spierce, the real time data is growing much faster. Look at this. We're interacting already, and this is all part of that. Streaming is part of that real time aspect of the things. So I it's a horizontal platform. We serve every industry you can think off from very regulated industries like fintech and health care to really retail to manufacturing, you name it my responsibilities, eyes covering what we should be building for these customers that is going to really help them accelerate what they need to solve because they know their industry is better than anybody else. Our job is to make it easier for them to solve those problems. So listening what customers are saying, trying to come up with some cohort examples and hard ways of solving the problems. And in addition to that, I also lead Google Cloud's what we call data governance and the catalog capabilities. So to help cos again in their data journeys and make sure that they are operating in a government way, eso it's all about customer interactions. It's all about really expanding it. It's a global responsibility. We have teams in multiple sites, and I have part of a wonderful team.

trying to really get to the core off what they're trying to solve and better understanding the needs of the customers is key. You can't just take a feedback on its surface. You have to ask that why questions several times so that you understand the root of the problem. Many of the times they will tell you something, but that's not necessarily the problem. In its essence, you have to really go deep in it. So it is really beneficial to understand where they're coming from, understand their domain. So we always ask, How do we do it? And you know what? Should we do it, and why should we do it that way and so forth? And then we also, uh, do this thing in multiple ways. It's never about one customer or one person or this loud person's voice. Otherwise, you will really customized what you're building. It won't really serve the billions of people that you want to solve. If you look at in Google, we're all about solving problems at scales, billion users and so forth. So it Z uh, that's the arts. It's the art off listening art off deducing the core of the problem and then really working with our engineering teams. What is it that we need to be building and then when is it that we need to be building? The other aspect of it is prioritization. If we don't do a good job prioritizing, there's a whole bunch of this and a given time. There are 1000 things that people want us to do. How do I pick the first hundreds? How do I pick the 1st 50? Those air really important for us?