so that's a very big story, but I'll try and keep it brief. Um, my dad was an industrial designer. He worked for Raymond Loewy, a very famous industrial designer in the fifties, and he designed actually the Studebaker Hawk. That car he designed cars, he designed space. Is he designed, redesigned the Coke bottle. And so I, as a little girl growing up, was extremely inspired by watching the way he took these objects and use designed to solve problems. And, um, even the house that I grew up in, he designed, and Andy Warhol ended up making a movie, and it was so ahead of its time. So I learned to see through his eyes. Andi would always he would always say to me, I ve looked at that light fixture or look at something mechanical and say, How is it connected? What do you see in that? What can you learn from it? And how can you apply it to another object? Another thing. So I'm very grateful for that education as, ah, as a little girl and um so it was in my DNA, and I was always using my hands and making things so for me, it was clear that I wanted to follow in his footsteps. The irony is what really drove me to success, and I at the time it was traumatic. But now I am. Very grateful is when I told him I wanted to be like him, a designer, Um, he said to me, Oh, I v marry someone rich and be a schoolteacher and have your summers off. And what I felt in my heart was, How dare you robbed me of my dreams? I mean, you are the man that inspired me to want to do this, and I I learned later he said that out of love, he didn't want me to have a hard life. But realizing your dreams is much more valuable, like I will take a hard life for a challenging life to realize your dreams. So it really made me determined even more so to follow this path of design and creativity and using design to solve consumer consumer challenges. And I started with my own company in my twenties in jewelry design. My work got into about 12 museums around the world and, you know, with pieces I made with my hands because I was a very curious child. I always an adult, and I still am. I'm a lifelong learner, and I asked a lot of questions. And then that evolved, Um, from jewelry to working in companies, everything from designing toys, shoes, technology because it really was not only I had to love what we were producing, but it was also the way in which we work together to create the product. So that's the short version. What?

still designers. I have, um, what we call product realization engineers, which are the people that work between the industrial designers to do some surfacing. And the product engineers. I have packaging designers and program managers. I have color materials and finish lab. So we have a team that works on the colors and finishes and materials of the products across the entire portfolio. Um, I have What else do we have? Ah, model shop and, um, a graphic design studio. So my role really is from conception. You know, we get a brief from program managers as to what the product technically should contain. And then we work with our cross functional partners, which I could talk about to realize that product. But my days or full, it is never boring, that's for sure. On by the way, when I say all hardware products, Google is now doing everything from, um, speakers, you know, for the home to things like Home Hub, which is a screen and speaker toe WiFi phones, earbuds. So it really goes across many categories, and we are a matrix organizations. So I am in charge of hardware design and user experience. By the way, Yes, I have most. Some of the user experience team across all products, and then there are business heads that work home phone create. So we work in this matrix way, which I think is a thing of the future, which requires a different set of tools in terms of collaboration and partnering and working together. But I, um I work long hours, but they're fun. I mean, I never you know, I never resent that because I think when you're excited about what you're creating and you're creating together, um, I think you do what you need to do. I have, Like I said, it's every day is very different. There's some set meetings like something called Joint Product Review, where I bring all of the different teams together. And it's almost like being back in school of design critic because, you know, we look at the different products across the categories and talk about them, you know, really have dialogues around. Does this fit our design principles? So there are group meetings like that which may have 30 people, and then I have one on ones with each of my direct reports, of which I have about nine of. And then there are things that we do like. I bring in speakers thio, inspire or trends services. So that's what I mean about every day. You know, there's maybe four or five set meetings that repeat themselves each week, but then it is, ah, variety of what needs to be solved from that week. Wow, work What?

ships. So you know, the industrial designers creating great relationships with their engineering partners with their program managers. Um and so really, first of all, spending the time to create those relationships and for everyone to understand the role that each other plays and what they bring to the table. So to create in the beginning, this mutual respect, because in the creation of these products, it really is a constant dance of trade offs of meeting the objectives both from a price standpoint and a timing standpoint. So, um, one of the things that was really important to do in the beginning is to establish a PDP product development cycle that we could all align to in terms of what is the development lead time. And then what are the different phases that each of the departments have to go through? We need at the beginning a certain amount of time for us to, um, play in the sandbox, as I call it, with different possibilities of design. And then there's a certain point in the timeline we need to be sitting across the table with our cost engineers with our product engineers to really start to work through the trade offs. And so having a you know, we started Google started as a software mostly company, mostly. So it was a big learning When creating hardware to really have Teoh it was a much longer development cycle. And unlike software where you can kind of update and change, you know, with hardware, you really can't do that. So this agreeing Thio timeline and really mapping out which groups kick in when who needs to work with who, what decisions have to be made at each of these different gates that we created? It was there was a lot of logistics. But I think when you're working with so much eso, maney cross functional partners when it takes so many when skill sets to, um produce the object, it's imperative that all of that thoughtfulness goes in up front. And then, um, you know, creating check ins to monitor and say, How is it going? Are we meeting the objectives? Are these timelines working because probably you know the pace at which we have toe work. Andi, I always say design is solving problems. And so ah, lot often it's time and and cost that were really solving. For what work? Look, yeah, I touched on that a little bit, but I would say outside