Where I am today, I'm the head of global sales security sales for Google. It started after college. My career's kind of split up into groups of seven. So my 1st 7 years was in the banking industry and also where I got my finance MBA. It was a good foundation to understand Finance and numbers in financial analytics. Then my 2nd 7 years of my career was at Gartner, where I learned a great foundation for the craft of sales, sales, management and sales leadership. Also understanding how to sell value into the mind of the buyer through Gartner. The next seven years approximately was at Symantec, where I was responsible for selling cybersecurity and storage management solutions in the western US and then for three years in Europe. I not only gained cybersecurity industry experience but also international experience by living abroad for three years. After that, I spent a five year stint at trying IT. A small business HR in the cloud company based here in the Bay Area, where we scaled the organization from roughly about 70 salespeople to over 500 sales people and took the company public, went through an I P. O. And then my last three years have been here at at Google, where I started at Google X, also known as the Moonshot Factory, on a very small cybersecurity project that ultimately was acquired by G. C. P. Now I lead global sales for security products at G C. P. It's been a combination of different experiences that has has got me here. I'd say the things that really shake the where I get towards to get help me get where I am today as I look back, is mentors and people who helped me along the way, people who took an interest in me and were willing to be an advocate and a sponsor for me, either inside the organization I was in or outside the organization. I look back at mentors and sponsors and advocates as really being one of the keys to getting me different breaks throughout my career.

My responsibility is basically to ensure that myself and my team delivers the bookings expectation for the business. I typically sit at the senior leadership table at my previous company, a Chronicle security that was acquired by G. C. P. I said. I sat at the leadership table. We, as a team, create the revenue bookings and other goals that are expected could be product development, product delivery, different different goals for the business typically laid out by the CEO, and the board. The piece that I usually take on as my direct ownership goal is bookings and revenue. So sales. My responsibility is really to take that sales quota, that sales expectation, that revenue extent, expectation for the business, and then build a plan that ensures that we deliver back to the business was expected to us. Anything that is associate ID with customers' Bookings. Revenue is typically within my scope of decision. I could be often making decisions or be a participant of decisions that the CEO table around product direction, messaging approach markets we go after. I have a scope across the CEO's table. Then I have a scope within my own functional area. As far as working hours and traveling, sales is really a well, at least it was in the pre COVID world, very much a face to face interpersonal role. I would travel quite a bit to visit customers, to visit our partners and also spend time with our sales teams to understand what's going on. The market is really my. The expectation for me sitting at the CEO's table, that I'm the person representing the marketplace, that I'm closest to what's going on in the marketplace, so it does require a lot of travel, visiting customers and partners. As far as working hours, I try to be respectful and try to set a pace that says we work Monday through Friday. And as much as possible respect people's weekends and personal time, but obviously there are times where you have to work outside of those hours, but my approach is more to work smart, work hard and use the time you have is effectively as possible. If that requires hours outside of normal, that's absolutely fine and expected. On the other hand, it's a goal to be as effective and efficient as possible with the time that we have.

One of the biggest challenges I think in sales is the average tenure of head of sales I've read studies and that said it's about 18 months. There's a lot of pressure and a lot of expectations around the head of sales, the chief of revenue officer to deliver the business results as I said at the sales at the CEO's table. So there's a lot of pressure typically to deliver at high growth rates. My belief is you need to have a plan and you need to have an approach. So what I use is a tool called the Victory Plan. It's a one-page business plan that is created by the team that breaks down typically between 10 to 15 goals around four key areas around business results, customer satisfaction, employee engagement, and operational excellence. And we believe that if we achieve those 10 to 15 goals as an organization with the associated measurements we'll ultimately deliver the task that's expected to the business. It also requires cross-functional engagement because no sales organization, really no organization in a company can work in its own solo, so alignment with engineering with product management, legal HR, finance all the different functions to ensure that we can get the support alignment and that we need to deliver the plan. So one of the biggest challenges that I think that is associated with sales is first of all to have a simple plan, but one that is comprehensive enough to ensure you're going to deliver what's expected from the business. Focus and execution around that plan can be challenging, particularly with changing priorities and expectations that are sometimes not met. You have to really put into place operational excellence and a drive in the organization to ensure that you're achieving those goals and to make sure you've got the processes, the inspections, the activities to ensure that you're going to deliver what's expected from the business. So my approach is to have a plan to build the plan. The plan is typically driven by those closest to the marketplace and then it's my role to build everything around that, to ensure that we execute that plan.