So I went to from the East Coast. I from the D C area. I went to University of Virginia. Um, I went through their undergraduate business school, which is a great program, and, uh, I kind of thought I was be a banker. They have a pretty strong pipeline into the world of banking and consulting, which are, you know, very good jobs coming into college. So I spent a summer in New York at Citi Group doing investment banking. Very good. You know, summer internship on gotten offer, But I was interested in trying something new, Um, and kind of working on building something rather than, uh, you know, doing analysis or are kind of being a banking analyst. And so I got a chance to join Snapchat pretty early on in 2015. So a pack my bags and moved west on Got the full start of experience. Um, so that snap I worked on a few things and we can adapt into those if you want, but a mostly worked on this story's products. If you think about stories, you probably use them. One instagram now, because they kind of copied it. Did it better but uh, worked on the product, Worked on building out different teachers and understanding the data and what was working and what wasn't. But ultimately, I wanted to learn a little bit more about how to operate a business from the top spot. Thank you. Yeah, I, uh I left Snapshot and joined a small consulting firm in New York. Um was there for about a year. We're just doing kind of stereotypical management consulting projects. So a lot of operational improvements and, uh, well, you know, advising ord changes, some mergers and acquisition work. Um, so pretty interesting. Got to see a lot of things around the country. Really good experience. But one day I got a call from a mutual friend who said she was helping launch Novo's Doc. Let's bike share in in the U. S. So that was my introduction to micro mobility, which was really it's really fascinating. I thought there was a real problem to solve here as cities a really crowded, uh, you know, cars are horrible for the environment. So I thought was really interesting space to kind of move into, and I thought I could always maybe go back to consulting if I wanted to so kind of took a took a risk, took a chance here. Joined OPO. Eventually, scooters came along and like blue bikes out of the water. And that made me want to join Burger, just like a first mover in the space. Um, so I took that chance to kind of move back to Los Angeles, where now on And I've been working at Bird doing strategy for the last two years. Um, trying to make scooters ah, viable business. And, you know, tryto often end to the world's the world's biggest cities so we can get cars off the road. So that's kind of where I am today. I'm at Burton. Your limits. Angelus, I think. What incidents and experience of shape? My path. Yeah, I was thinking about these questions a little. I would say there's probably to sort of things with this. One was, I think along my group at which is, you know, I bounced around quite a lot. Since college, I have tended to follow what I find interesting. Um, so if I'm ever bored in a position or not learning enough, I would say Don't be afraid to go. Whether it's within a firm or somewhere else. Find a new opportunity where you are gonna be interested or learning something, especially when you're younger. You kind of have the luxury there to play around or trying to think so that would be one sort of thing that has shaped my path. Another is, um e think it's rational and smart if you're interested in getting a specific skill to that sort of play into your career path as well. So like when I left Snapchat, I really wanted to work on, um, to get, get a view of, like, operating full business and work on different business problems that executives might face. And so I thought consulting was a really quick way to do that on. I did get a good experience during that year, but I did that, Um, and I took that with me. Now Carrie Kahn the start up world run back again. So So, yeah, I think I paused there for question one

So I'm I'm on this. Ah, the central strategic team at Bird. It's global, which is pretty cool. Um, probably over half our businesses in Europe. So I do work a lot with our team in Europe, which is pretty interesting. Um, in terms of responsibilities and decisions, I think our team tackles many different projects. I personally work on to sort of key items. The first is a kind of a weekly meeting with R C suite or executives, um, on decisions that need to get made with our vehicles. So an example of that would be like like if our engineers come over and they're like, Hey, we built this new gadget. You want to put it on all of the scooters in the world because it helps us track them better or something like that. It's gonna cost $2 million to make this. Should we do it like, do we have the budget? So I work with them and our finance team and a couple other stakeholders to understand, like a Is this a good investment idea? What does this get us? Is this part of our long term strategy And then, uh, I kind of hostess meeting with our executives, and we we look over the frameworks, We look over the trade offs and they say, Hey, yes or no, Try to get things done and it's meeting. Make moves, push the business forward. That's a big one. Um, another is kind of long term scooter planning. So, uh, like, right now I'm working. How Maney scooters. We want to buy for 2021 which is a really interesting project considered Cove It It's like having a down summer. We even had to lay off people earlier than the year. Like a lot of tech, he's dead. Um, so we're trying to sort of gather all this data and understand what we think 2021 might look like, um, and then by the right scooters so that we have the best chance toe win and be really competitive next year. So there were, like, two examples of responsibilities and decisions. Otherwise, it's like projects will come across a lot of data analysis and like the mixture of crunching numbers and then kind of making them simple or buried sex to kind of think through and understand, which I think is really important men in terms of weekly work. Of course, I when I started, I think there's a little more of a learning curve, which happens probably at most jobs you started, so he's probably putting in more like 60 to 65 hours a week. Now. I would say I'm closer like 45 55. Um, so it's a pretty reasonable It's not 9 to 5, but it's not consulting your banking hours on. And then in terms of travel, I travel maybe once or twice a year. Pretty rare motive are a lot of our stuff gets done in L. A. At our headquarters, Um, and then obviously with, uh, with the covert impact we are. Our company is remote for all of 2020 so we kind of took that position, which is really nice. I think it's been really awesome, and I have been drug working from home. We have some version of that in the future. Maybe it's a few days a week or something like that. I think a lot of companies air thinking, got through, but that's a current status

for me. I still think number one tools Air, Microsoft, Excel and Google sheets like you can do probably 95% of work, I think in life on these two. Like if you just get good of them, you can keep things simple and use those. And I still use those the most and most people dio. Um, I think on top of that, a lot of that. It depends what kind of role you're in if you're in it during, like a dignity analyst role or data infrastructure calling. You didn't know your stuff more. You're obviously in software engineering, like, you know, coding but removed from, or the business side or strategy side the other one years. It's good to know a little bit cool. Um, and I never reckoned. Sounds scary, but it is pretty easy to pick out. You put in, you know, a couple courses on coursera or YouTube. It's not too bad. Picked up a lot of it. It's kind of like Bush, and then the other ones used tableau a lot. Pablo's a data visualisation tool. It also just is kind of a database that organizes our data, keeps things very simple So we use that for quick searches and looking up, you know, how many rides did we get last week? That's like where you go to, um, And then beyond that, there's a few people in, like, finance and on my team, you know, uh, you know, like, Python and are, But I would definitely say those air bonuses, those could maybe help you that maybe help you stand out or if you're in, like, a data heavy role, they could be useful. But I would not say they're necessary. Uh, models, algorithms? Yeah, tools. I mean, I think that answers the question. Otherwise, frameworks. Those are more like business. See, we do a lot of cost benefit analysis. You know, our ally IR are, um, sometimes, like DCF, which is a finance one, like, just kind of cash flow analysis, um, pros and cons. ITT's that always varies based on the analysis is just trying to find that right bet or getting, you know, getting to an answer that helps the business