I started my career on the agency side, the advertising and marketing agency side and was looking to move to Austin from a small town in Texas and wanted to get any job in my field that would help me get a feel for the industry that's really how I started on the agency side versus it being super intentional. A good opportunity came my way, and I took it just to get to Austin and to learn the industry. So I spent the first, I would say, 14 or 15 years of my career working at advertising agencies. The majority of my career at GSD&M, working with the founders pretty directly, who came up with the slogan, Don't mess with Texas, who worked with Southwest Airlines to build their brand over the years, who worked with Wal Mart and some really great founders of companies and brands and learned a lot about just building a brand and specifically brands that were built out of having a purpose in the world and got to a point in my career where I wanted to continue growing. I felt like to do that I needed to move to the client-side and work for a business to get closer to where decisions were made. So I transitioned, actually, prior to that, I left GSD&M work for a digital agency called Razorfish and the reason why that's important as one of the questions is what incidents shaped my career path. It was a hard decision for me because it was a step down entitled and paid to make this move. But I felt like it was an area where I wasn't as skilled as I needed to be. GSD&M was a great agency, we did probably more at the time traditional advertising and didn't have a lot of technical skills and abilities, and I realized that I could become irrelevant and my career if I didn't get up to speed in some of those areas. So I took a bit of a step down in order to get those skills and felt like I was in the room with people speaking a different language at times and that I really had to learn more. However, over my time there, which was only a year and a half, I was promoted a couple of times, got back to where I was and then move from there to becoming the CMO at Radio Shack. So I did my client move, but I don't think I would have been given that opportunity had I not made the move to Razorfish to have a well, more well-rounded capability. Radio Shack was an interesting experience and that everybody knows they have been challenged and again, I've always been attracted to businesses that had challenges or would be a challenge for me in one way or another and that was really where I made my client-side transition to being closer to the business, I learned a lot. When you're working for a business, that backs up against the wall, trying to survive just about business and managing cash flow and how to align your marketing, what we're going to have in store and things of that nature then that led me to a couple of other CMO roles and then to join Indeed, as the VP of global brand marketing and communications and what attracted me to this opportunity was again the opportunity to grow. I didn't have a lot of global experience, and I wanted to get that as I oversee right now a global team of about 150 people and it allows me to really understand how to how to translate a brand for multiple cultures and different levels of brand maturity. So that's my quick story.

So I and my team are responsible for developing our global brand strategy. I've been here for two years and spent probably my first year and a half really trying to develop a brand strategy. We have different levels of brand maturity globally, so that has to be taken into account. But really, we were trying to understand how to take our mission, which is to help people get jobs and understand how to use that to better connect with people externally as well as understand what job seekers and employers both needed and try to get through a strategy that worked for both sides as a marketplace brand so that was an effort that my team lead. Then, in addition to that, we managed all of the advertising globally for both our job seekers and our S&B owners and PR, our social impact efforts. The other responsibility I have is building an in house agency to service the rest of marketing that's really my level of responsibility. In terms of the hours, I spent in the office for work travel, working from home. The great thing about indeed is one of the things I love the most is that culture is one and that they really trust their people. I would say I spend anywhere between it could be 40 to 50 hours in the office. I sometimes work after I put my daughter to bed at night, I'll get back online sometimes, it's not required, it's not expected. The only thing that's really expected of us is to get our job done, and we manage our business to KPI's mine is growing brand consideration and brand equity, as well as the agents, decide, making it easy to get marketers done. So as long as I'm meeting my goal, the only expectation is that I get my work done and the hours aren't monitored by anybody. There are days that I work from home, if that's something I need to like run during the day to go to my daughter's schools, they're really flexible here.

Inside of indeed, I work with a lot of people, one is our CMO obviously is my boss, but also our CEO and COO, I work with quite regularly. When you lean in brand marketing and advertising, it is something that everybody wants to make sure they can align with it. it represents the face of the company, so I work quite a bit with our senior-level executives to create alignment with them on what we're putting out into the world about indeed. Also internally we have a GM structure so we have someone who and this is a recent thing for us over the last year, someone who's in charge of job seeker and then someone who's the charge of S&B an enterprise that means when I say in charge of everything from product development to customer service and sales and marketing brand falls a little bit outside of it but some of the other marketer's report into that organization. So I also work with them to understand their goals and objectives so that we can make sure we align our efforts. Outside of the organization, we've got some agencies. We do a lot of our work in house, but we have a media agency that I'd say I work with pretty regularly. Sometimes consultants like brand strategy and where there are areas and gaps within our organization, I often reach out for help from other industry experts. In terms of the approaches I find to be effective in working with them, one of the things we just implemented recently that's been great as we do like brand operational reviews and that's when we get everybody at the table and really go through a very specific template of how we're doing against our goals, what we're working on to meet our goals, things that they can expect and it seems like a small thing but having one meeting versus a lot of separate meetings with people so that everybody can have it here everybody's feedback and you're not stuck in the middle, has been super successful then really, they approach for us, we're very data-driven and goals or unit as a company having a very consistent dashboard that is transparent and anybody can go into any time to see how we're doing against our goals, and our KPI's has been critically important for the rest of the company to trust what we're doing to know we're not hiding anything, we've aligned on the goals and so that's been a key as well.