Thank you for the question. So I wish I had it all planned out, which I didn't. I kind of look at things five years at a time, but what's important is I love understanding the experiences that I want to get out of my career or the roles of companies that I'm in and experience is what really matters because, with experiences, there are so many things that you could do. So I'm the enterprise CIO for Johnson and Johnson. I've been with four or five other companies, it includes Bayer, includes SmithKline, includes Monsanto. Johnson and Johnson, I was here before, and each one of those gave me a number of different experiences that I love this passion for science and technology, which is what I have put together in my career, and I look for opportunities to have a couple of things. To have a mission, that I care about, most of my career is in Healthcare but worked in agriculture as well because it's really important. Second, multinational companies, that have a diversity of thought and talent, which I love. Third, going into companies where technology matters and it could be transformative and knowing that those are the things that I'm looking for. I look for roles and opportunities that I could get experience in. So I had a goal, at one point to become head of IT, for an R and D organization. Well, at the time, I saw that I had a certain set of experiences, like drug discovery IT or pre-clinical, I didn't have regulatory, Michael Vigilance clinical. So I did whatever it took to get those experiences by taking different roles. I lived abroad. I lived in Germany. I lived in the UK, those were great to understand the multinational culture, and I knew I had this duality of background with a science degree and a computer science graduate degree. Putting those two things together gave me the opportunity to look for roles or experiences that could be able to develop along the path that I wanted to take. Although I couldn't have imagined the job I have right now, 20 years ago or 30 years ago, I knew this combination of technology and science and mission and multi natural companies were really important to me, so that became my North Star and I looked at opportunities that could do that, and also it's important to have that because I could not have envisioned working in agriculture or living in St Louis, Missouri, of Germany 20 years ago. But because they fit into the profile of things that I was looking for and experiences that allowed me to take on those roles. Take that risk and then the roles just kind of happened because it was in this alignment of this North star of things I love doing and finding companies or capabilities to do it. And for me, I mean my dream job at Johnson and Johnson. A tremendous company with a tremendous mission, tremendous opportunities to improve health care. So that's kind of how I got here and some of the things I laid out in my career plan to be open to different opportunities. That then created roles like this that I could actually be qualified to do and actually get.

J & J is a big place. It's 82 billion in revenue. It's got three sectors. It has pharmaceuticals. It has consumer health, consumer brands, and it has medical devices. And so you think about the role of technology in all three of those. And then it also has its corporate functions. Finance, HR, procurement, law, etc. They all need technology. And so you think about how do you work with your business partners, your strategic leaders, and really understanding where their business strategy wants to go and how is the technology going to enable it? And it's not just applications we put forward, let's say, a consumer health application that helps a consumer use our skincare products by taking a picture on their phone and then giving them immediate feedback around what product would have the best outcome or in our surgery practice, where we use digital robotics to be able to best help the physician, provide the best procedure with automation robotics or in our pharmaceutical space, we do personalized medicine. All those become really important. But as my role as a technologist, how do I make sure the data is there, the solutions are there. Do we have the infrastructure? So think about cloud computing, think about the network to move large amounts of data. And we saw it in real-time with Co-Vid, where 140,000 employees plus partners that work with JJ were all remote. And if you didn't have a really good infrastructure, you couldn't keep them connected. They couldn't keep working in a productive way. And so, those are all things that you want to make you think you think about, including things like cybersecurity, protecting data, protecting our company, protecting patients are all key challenges as well as opportunities you think through. But I think of one of the biggest opportunities you have in a role like this is working with talented people all around the globe. There are about 5000 people in the IT function at J & J, that report through my organization, in about 70 countries around the world and you have different challenges that you're facing If you're working with China and making sure that they have, you can support singles Day. where did you build into transactions on a single day, to Europe where you were working on AI and applying AI in an appropriate way to best support the outcome. So you're working in North America on our vaccine and making sure we're supporting that. So different challenges, but the talent that we have and growing and developing talent is one of the true joys I have of being a leader and mentoring talent and really unlocking the potential and the value of that talent for the future. The other things that you have to worry about are how you're understood by your business partners And are they part of, and are you part of their strategy? You got to bring those strategies together. It's not a business strategy and technology one, you got to find a way to bring those together, both aligned on the same outcomes, that drives the value. So, my top three priorities are modernizing our technology ecosystem to make sure it can scale and drive for the future. The second is accelerating business outcomes, we're working on the biggest opportunities and the biggest impact for patients and health care professionals around the world. And third, growing the best talent and making J&J a talent destination for the best thinkers, best diverse talent, the best global reach, because, without talent, you can't do the other two. So those are my three priority areas, and those are the things we work on all the time to make sure we're growing and maturing against all three.

J&J is a big place, just like other companies have been in, like Bayer and Merck and GSK, etc. So complexity's with each one of them, being able to balance. What do you bring together from a centralized capability versus what do you distribute? What do you let happen in the sectors or guide within the sectors? Getting that balance right is super important because if you centralize everything and it's not innovative or fast enough, you're not going to win. If you distributed everything, then you don't have this scale you can build on. You don't have this connectedness. And so getting the balance right, especially in a company like J&J is super important. And priorities are different if you're in consumer health and if your medical devices, if you're in pharmaceuticals, or if you're in the corporate functions. So making sure you understand your executive committee priorities and your parting with them. The strategy is not just for their function but for the enterprise. And I think that balance is super important. Second, being able to talk like a business leader. I'm a technologist and a scientist by training, but being able to talk in the language of business is very important because if you can't meet them with where they're at, you may have a great idea, but you're not talking in a way that they can understand and get behind it. So being able to bring that technology background with that business background in whatever you do and making sure you're aligned to the same outcomes is really important. Third, as far as what students can do, and I do believe in this one, have many mentors first of all in your career because you need mentors as you develop and as you grow and be selfish when you pick mentors, what I mean by that is pick mentors that will help you. Maybe somebody is a good external speaker. Maybe somebody is an influence in a certain discipline you want to get involved with. Maybe somebody gives you a new experience you don't have. You have many mentors in your career, and I think they're important to develop you and enable you to be where you want to go. But the other thing that I would absolutely recommend you throughout your career. I still do it to this day, write on a single piece of paper, the type of experiences, the things that you value about a job, and then use that piece of paper to go find the job that matches those set of skills or backgrounds. I mentioned some of mine, a multinational company, a mission that I care about, technology not just operationally, but has to be transformative and a role I could play to be transformative in that and then being able to use those for good. That's what's part of my job description that I write for myself, and I look for opportunities to fulfill that. It gives you clarity, gives you purpose, and it's okay to evolve that over time. But I can't tell you how powerful that is and be open to a number of experiences because if it's in that job description you've written, you can't go wrong because you getting the experiences you need to further, develop and grow your career, and you could end up with the duality of things you love. In my case, it's science and technology. Whatever your passion is, follow that, but do that in a way that's structured, in a way you can show progress for yourself.