Um, first of all, thanks for having me today. I really appreciate the opportunity to talk to the students. Um, you know, when I think about my career and I looked back at the trajectory, you know, I'm not I'm not sure it was a straight line. I think that I started my career early with IBM, and I went through some formal sales training with IBM. I spent eight years there, and then after IBM, I joined Lotus, where, which was a much smaller company. And, um, I was a sales, um, professional at Lotus and then became a manager for the New York one of the New York offices and then started to move into startups. Um, my first startup was with, um, a company called at Home. And then after that, I worked in Netscape. I did a number of startups, almost spent almost 11 years with startups, and I learned a great deal of skills. Um, one of the things that I learned along the way waas that, um when you map out your career, you think it's gonna be a trajectory of next step. So you're gonna start with a sales job and then move into a sales manager and then move into a regional manager and then possibly a vice president, and I'm I'm not sure that it actually works that way. It found that once I moved into the startup arena, I had much more of a horizontal career progressions and I thought, meaning Iran marketing Iran sales and ran customer support operations and professional services. So I got a really broad breath of experience, is going to smaller companies, and I think that's really helped me because as I got back into a bigger company with PayPal, I had a depth of experience in many different areas that I could bring to bear.

um in terms of responsibilities I have. Right now, I have responsible for enterprise sales within North America and Australia. Azaz. Well, as, um, global sales operations and global sales enablement. What that means is that we are responsible for bringing in the revenue through our merchant customers as well as, um, building. I'm actually a customer of myself. So one part of my team actually build out the infrastructure and the processes and procedures that sales uses to do their job. And they work closely with marketing, and they work closely with underwriting. And they look closely with finance and analytics. Aziz. Well, as with customer success and customer support on the other side, I also own sales enablement so that pieces where we build out all of the training that a sales or a customer facing organization would need. And that's not just my organization, but that's the partnership organization that is our, um, customer success organization, as well as Thean side sales organization. In terms of the top three priorities, it's really how do we drive revenue through all our channels? How do we support the organization in a way that it can scale and grow and then how do we create, um, synergies across the organization so that we are integrated were very matrix organization of PayPal. And so we work across functionally constantly and in terms of my work Lee week hours, Um, I think it's an it depends answer depending which job I'm doing at the time. I try to compartmentalize my work so that I could stay focused in the moment on the things that I'm working on. But I would say that, um, you know, I'll start anytime around six o'clock in the morning, So 12 hour days, air pretty normal for me.

the biggest piece about becoming part of the senior leadership team are senior management team within any company is being able to build a high performance team and getting people toe work across functionally in away. That creates its own synergy. So think about, um, how doe I connect different priorities. How doe I get people who have different priorities connect together. Um, you know, most companies air set up so that each organization has its own set of K p i s and its own set of metrics. And sometimes those metrics are not necessarily aligned. And so that alignment becomes really important. And that alignment across organizations that may have competing interests becomes, um, one of the areas that I spent a lot of time on. How do we get people, as we say, rowing in the same direction? And you know how doe we, um how do we get? You know, it's it's interesting because you can't lead if if no one is following you. So how do you get people bought into the vision and bought into the objectives that you're asking them to dio So they bring their best work and their best attitudes to bear. I spend a lot of time communicating over communicating and trying to simplify. The message is that we have We have a really complex business and I try toe spend time simplifying complex ideas into what I call, um, you know, audible sound bites so audible. And, um and and, uh, and very cyst inked and understandable soundbites. Because the responsibility of landing your mission is with the teller, not the receiver. And so I always tell everybody that you have to talk to people in a way that they can hear you. And so I spent a lot of time doing that and trying to effectively communicate not only the mission but the objectives and then building that tricks and measurements in which we can ensure that we're accountable for the work that we're being asked to dio um, in the approaches that effective and overcoming this I think you know, collaboration is key. And, um and you know, I I learned a long time ago that being specific on your asks makes a big difference. So asking someone thio, deliver a report to your desk it two o'clock on Tuesday in X form and then getting them to say Yes, they can do it or no, they can't, but they will be able to do it in a different time. Frame allows for you toe pass the responsibility of the workload to someone and one of the challenges. I think when you get into management, you move through. Management is getting people's buy in and having them deliver on the timelines that you ask them. But I think it's important to understand that the more specific you are about your request, the the um the the easier it is to create accountability. Um, the other thing, I think, is just ensuring that you lead with empathy and that you have a leadership style and approach. You know, business is just people and making sure that people, especially during a time like this with Kobe, that you understand the issues that they are dealing with and the challenges they may have it their home and being able Thio align People's um, you know those challenges and your objectives and trying to keep them motivated when they can't be in the same room with their customers or they can't be in the same room with their colleagues or with their employees. And so it's really important that touch point is super important. And, um, remaining transparent and available is is a big part of what I dio.