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About us

  Vutiliti gathers and provides real-time information on utility usage (electric, gas, water, renewables) so that consumers, businesses, and governments can monitor and budget utility usage. Our mobile and web programs guide consumers to actual consumption reduction, saving them money while reducing usage of water, gas, and electricity generation.

Vutiliti

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  Kaltura’s mission is to power any video experience. A recognized leader in the OTT TV (Over-the-top TV), OVP (Online Video Platform), EdVP (Education Video Platform) and EVP (Enterprise Video Platform) markets, Kaltura has emerged as the fastest growing video platform, and as the one with the widest use-case and appeal. Kaltura is deployed globally in thousands of enterprises, media companies, service providers and educational institutions and engages hundreds of millions of viewers at home, in work, and at school. The company is committed to its core values of openness, flexibility, and collaboration, and is the initiator and backer of the world's leading open-source video-management project, which is home to more than 100,000 community members.


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      Reputation Studio
  

Leading the cloud. From intelligent business applications to infrastructure, we deliver tomorrow’s emerging technologies today, like the world’s first - and only - autonomous database.


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  As part of the Lenovo family, Motorola Mobility is creating innovative smartphones and accessories designed with the consumer in mind. That’s why we’re looking for the thinkers, innovators and problem solvers who believe in working together to challenge the status quo. If you share our commitment to creativity and a passion for bringing new possibilities to life in mobile technology, we want you to say hello to Moto.

Motorola has a long history of inventing game-changing technology. As a member of the Motorola team, you’ll help us continue our legacy by collaborating with talented colleagues around the globe to create new products that are not only different, but better. We thrive in an open and supportive culture, working in teams where your contribution has impact. We believe in transparency across all levels of the business, valuing every person’s opinion and encouraging new ways of thinking. Here, we all take accountability for our work, we drive consumer-centric decision-making, and we enable our people to push the line of innovation.

Want in? Let’s get started on something different, together.

Hello you. Hello Motorola.

http://lenovocareers.com/areas-mobile.html


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Texas Instruments (TI) is a global analog and digital semiconductor IC design and manufacturing company. In addition to analog technologies, digital signal processing (DSP) and microcontroller (MCU) semiconductors, TI designs and manufactures semiconductor solutions for analog and digital embedded, application processing, and Education Technology.


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A nationally ranked private university with seven degree-granting schools, SMU is a distinguished center for teaching and research located in the heart of Dallas. SMU’s 11,000 students benefit from small classes, leadership opportunities, international study and innovative programs.

Southern Methodist University

The mission of the University of Michigan is to serve the people of Michigan and the world through preeminence in creating, communicating, preserving and applying knowledge, art, and academic values, and in developing leaders and citizens who will challenge the present and enrich the future.

University of Michigan

Mentor Students connect students with a hiring manager in a conference call, and helps students with their job/internship search. 

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University of Dlehi

Coworker titles & Effective work strategies

Conflict Resolution & Promote Healthy Work Culture

Program's best parts & Career preparation

I went to the University of Michigan, studied engineering,

I went to the University of Michigan, studied engineering, and I really, really enjoyed going to school. So it is my intention to get a PhD and stay in academia. But I happen to graduate in the winter as opposed to the spring. So I got out a bit early, and as a result I took the opportunity to go work for Texas Instruments. What I thought would be 68 months prior to starting my PhD. And I found that I had a real knack for leadership in business. And, I got really interesting assignment that very early on I was just out of college. I got the opportunity to take a big leadership role. And so I made the decision that I'm going to get an MBA while I'm working. And so I kind of started this track of doing leadership stuff, and one job led to another and moved out of doing military intelligence technology for Texas Instruments into IT at Esteem Microelectronics, which led me to Tom Motorola for 10 years. And then, in the very late nineties, Siebel Systems was on the cover of Fortune is the fastest growing company, United States. And they found that their internal infrastructure, their internal processes, were keeping pace with the scale of the company. So they looked for somebody from a big time company. And I was CIO over at Motorola Semiconductor, where we had one The Malcolm Baldridge Award, the first recipient of that, and also had invented Six Sigma. And so they convinced me to move to California and I was CIO at Siebel Systems for 6.5 years went from 300 million to a few billion dollars revenue. Tom sold the company to his old boss, Larry Ellison, and suggested that Larry retained me to be CIO at Oracle ended that for another 13.5. So on my 20th anniversary a year ago this month, I moved on to my next chapter.

I joined Oracle after against its San Pearson Siebel when we are acquired by Oracle. And so my role as CIO was to the global technology platform that runs the company and when I joined in 2006 were about 45,000 - 50,000 employees, $10 billion in revenue. When I left, we were about $40 billion in revenue and 140,000 employees. During that time, we had acquired a 440 companies that my team was responsible from a technology standpoint of assimilating into Oracle, so basically my job responsibility was the global technology platform from beginning with devices that people use, whether it be mobile devices, laptops and so forth into how they then connect to Oracle no matter where in the world there at, up through then applications and various things they use to accomplish the business, including doing things like what around, you know, collaboration systems and so forth things along that line. But in addition IT Executive CIO's all do those kinds of things, but at Oracle, I took on another three responsibilities the first one was to be the biggest influencer of our products at Oracle we were the largest, the broadest consumer of Oracle technology of any company in the world. Across everything that Oracle used for Oracle's own use but also then running and hosting and doing clouds services for a wide variety of industries in a wide variety of geography around the world. So Oracle ploys were operating by far the broadest set of Oracle. So we are the biggest influence or on what needed to be done with the product. Likewise, were the first adopter, and so we would take it often times before the lights state on, to really get feedback not only does it work, but is it maintainable, does it perform, is the user experience what it should be, is it secure, all of those things in order to make the product better, and lastly, assuming we are successful with the first two to be the best promoter. So I did a lot of customer facing whether it be one on one customer events all the way up through mega events with tens of thousands of participants, just telling my experience of being CIO and use in Oracle technology at a very large scale

The previous questions are kind of working in a little bit because it does create a challenge, for the 13.5 years I was at Oracle, I lived in Park City, Utah. In fact, it could do that because Oracle's a global company. People reporting to me of the couple thousand people, they were in 54 countries. So running a virtual global organization is kind of a challenge certainly that we have, how do you keep people located in roughly 300 cities, all kind of moving in the same direction. We didn't work with a great deal of really any autonomy to speak up from the standpoint that the idea was to have the whole world standardised on technology solutions and security and all the other things. So, just getting everyone kind of marching in the same direction, in dealing with all the times and since so forth, a certain challenge. But, from a broader perspective, though, it's back to that mission of being biggest influence. Our first adopter really trying to drive the technology by being a big customer Vorpal technology being an early adopter, trying to deal with things before they're fully baked. That's certainly offered challenges. But for my team, it was actually quite exciting as well. In many organisations, they have this big legacy of stuff that's been around for tens of years in many cases, at Oracle, we really didn't have legacy stuff because we're constantly renovating, innovating, updating everything in our entire portfolio. So, it was, really great for the team as long as you like constantly being challenged with new technologies, someone still and fairly early and try to adopt those things, it could be great.

I don't actually touch whole lot of things. I've got a very large team, if you go and look at my development team, that's doing Dev ops, they're using all the kind of normal things that you expect like Jerrod and so forth, from a process standpoint we were scaled agile which is a company out of Colorado implementing agile across the entire organization. So for me it's, and then the developers would be using things like python and Ruby and so forth, and as you imagine we used a lot a lot of Oracle Tech, whether it be from the cloud computing all the way up into the applications. As a leader the tool I use more than anything is my voice, my ability to communicate because my job as a leader of the organization is to believe in the inverted or chart. I don't actually write a single line of code, I don't fix a single bug, I don't operate a single application. What I do is I enable thousands of people to that fact and beyond that, our user base and beyond that, our customer base. So my job is to sell upward, horizontally and sell to the team. This is what we need to do, this is how we do it. Constantly listening ofcourse as well as to what can we do is an organization. So the biggest tool I use is my ability. First of all, listen. And second of all talk.

In a structure that you would find in a typical technology organization, everything from people who were engaged with our stakeholders, all the different lines of business, Geography is functions around the world that would manage that relationship, then people who would do the development in the operations of the capabilities. People who would provide global infrastructure services, including computing, network, security, all the end devices, all those kinds of infrastructure things that layer the applications on top of, and then when you have a big organization, it's gotta operate. So you need your financial management, your communications management, your strategic planning, your tactical planning. So somebody really driving that for me, but overall on kind of a fundamental principle. I have a number of principles of leadership, but one of those that surround yourself with people who are better and different than you are. So I have said time and time again that every one of my staff members could do their job better than I could ever do their particular job. Maybe I could do mine a little bit better than anyone of them could. I don't know that for a fact, but I know for sure that all of them could do their various roles better than I could, now as far as people outside the organization. It would be the leadership from organizations, whether it's our different product lines or lines of business, different functions, whether be financed marketing, sales and so forth or different geography is that people really driving that across the company. But beyond that, as I mentioned, I spend a fair bit of time with our customers and that tend to be my CIO peer group. So I spent lot of my total amount of time in various activities engaging with your peers, really on a global basis.

I've never read a contract and then in my entire life, and I've signed thousands of them

It certainly evolved over time, it's like having a kid, you have one then you don't have the rule book, what to do with the child, you can't learn and I certainly evolved. Back in my high school days I was the leader and kind of continue that through college. And so it's something that I kind of personally lean towards. But, I'm infinitely better than I was doing leadership roles in my twenties because I've really become keen on appreciating the value of diversity. Ofcourse there's cultural diversity and ethnicity and just where people came from their journeys diversity's there, but diversity in skills and talents, but also diversity in thought processes. For example, some of you may be familiar with Myers Briggs. It's a personality preference test, and I'm happen to be an ENTJ, which means extrovert versus introvert. I'm intuitive, which means don't bother me with the facts. I'm a big picture guy, I don't need to see all the trees to capture the forest. Likewise, I'm a thinker versus a feeler, so I'm going to think logically and then I'm also judgmental bursts perceptive, which means I want to have a plan. So complimenting yourself with for me, I talk to think, which is one expert doesn't intuit. Introvert will think they'll actually think things through before they speak. Well, you're getting balanced with somebody kind of pulling me that. Maybe we ought to think this about this before you just start round enough. But likewise, I really found that having people that were sensory to make up for my being intuitive, but people that would actually see that all the ducks line up in order for us to be able to do something, you know, it's not my sweet spot. I've never read a contract in my entire life, and I've signed thousands of them, Um, and likewise on the thinking vs feeling, having people that balance that out, that we ought to really see what the impact is and so forth of making this kind of change. And likewise on the perceptive versus judgmental. I get great thrill from Duke marking off check boxes like, for example, building built a few homes with my wife. When way I get great, throw it that we made a decision. We decided what the dining room chandelier will be. Ah, where my wife's a perspective perceptive. You know, if you made that decision, that means you've closed off every other opportunity. So balance herself a different personalities that keep you open to new opportunities. What? Where? If you're judgmental, like myself that wants toe walk down the decision. So again, people of different experiences, different cultures, different backgrounds but also different personality types, I can think I find it could be buried very valuable again. My role is to support everyone that actually works for a living within the organization, but much broader than that. One of the reasons, I think come, yeah, I happen to be successful. ISS You never once heard I and then hopefully no. One on my team member said. That's not our job, you know, were the technology team. Our job is to help in any way that we possibly can, and that includes helping close deals with our customers and everything else way out Obara on our box, so to speak. And so my style is we're going to do whatever we can to help on and Nose never knows never the answer there might be. Not right now. Or here's why. That doesn't make why we shouldn't do that. But you know, so it's It's the style that have adopted that's worked well for me.

conflict is actually was I was called out by perhaps my my executive gentleman, that reported to me for the 18.5 years. So 18.5 years of out of my 20 years that Siebel and Oracle combined, and he called me out at least about a decade ago. Mark, you just hate conflict. Um, and so it is my natural personality style to try to avoid conflict. You know, I don't revel in it like I think some do. So you know, I would really focused on you, asked about books and so forth. Well, kind of on influential book for May was I was just named the C I. O Oracle. And I was leaving San Francisco Airport flying back to Salt Lake to go to my home in Park City on eso I had an hour and 30 minute flight, some walking through the bookstore that you cut through to get to united. And I see this little book by practical and see only called five dysfunctions of a team. And, you know, it's a simple little fable, but it starts off and it really resonated with me. It helped me get oh, work through my organization on some things we had to do because it said that effective teams absolutely begin the trust. And so the florist, the first one is trust. And so to be trusted, you have to be vulnerable. You have to be willing to expose your weaknesses. And I think that's something I do naturally because I have a lot of weaknesses. Um, but ah, and then once you have trust, then everyone feels free to communicate. If I trust you, I'm going to tell you what my opinion is like. I think your glasses should be metal instead of, ah, whatever material they're made up, whatever the case may be. But then the next thing is, if we've all said our piece than when the organization makes a commitment, or maybe the leader, what have you makes? A commitment makes a decision. Everyone gets committed to it. And if everyone's committed to you, then hold yourself. Which is the fourth level and others accountable, which ultimately it's results. So trust leads to communication, which least commitment which leads to accountability, which leads to results. Ah, and so that's kind of the basis of everything for, you know, working within the team that you know we have to trust. We have to communicate. But once we making commitment, we're committed and once and we don't just hold other accountable, the first person we hold accountable is ourselves. Are we doing what we said we should do?

thing. Um, give me somebody with a positive of attitude that says, I don't know the answer, but I'm gonna go figure it out. I would much rather have that from somebody that well, I know the answer just asked me, in other words, the person who's ah, sometimes, right, but never in doubt. Um, you know eso for me. The people that really get recognizes those people that first of all, coming positive ad to come in that what can I do to help that? Um I'm, you know, I'm a work in process. I want to continue learning. No, let me know what I can do. Let me know what I need to learn. Let me know what I could do better and let me know who I can help and let me know who can help me. So coming in with those kinds of attitudes, that's exactly what I would love to see in a perspective employees or somebody who has been with me for our 15 years. I want him to be talking like that all the time.

with a bunch of, ah details with feel hard KP eyes, but really far more important than that is how are you perceived? Are you perceived as somebody who is confident? Are you perceived as somebody who people want to work with that people can trust that being somebody that's a straight shooter, You know what? You know, I mentioned that I have a number of these things that, uh uh, things that I advise people on, and one of the most important ones for me is, while people may not agree with my decisions, they should never question my intentions. And I think if I had to list one thing that helped me be successful for 13, people can't believe you were CIO at Oracle for 13 years it's because no one ever question my intentions. They again might not have agreed with what I was deciding to do, but it was never for the wrong reason. And I whether that's your professional life or I argue, your personal life is well, you know your spouse should never question your intentions. Your Children should never question your intentions. It might not once again disagree. They might disagree with my decisions, but, um, you know, But it really comes down to, you know, having integrity, having the right intentions that are for the customers, the organization of the whole, the people and, lastly, yourself.

and and I didn't want to believe it. But I found it's actually true that the impression that you make in, like, the 1st 30 seconds, it rarely deviates from that. I mean it can, but it rarely does, because how somebody looks you in the eye, The attitude they they project is that they project that there's somebody who wants to learn and grow and help, not somebody that knows everything already. Um, and so I'm looking for the attitude and aptitude in the technology world. Everything is changing so quickly just because you have ah, particular skill and technology, let's say terra form or something that could be absolutely meaningless, you know, two years from now. Ah, what's far more important to me? Ah, your ability to communicate your ability to engage with others, your ability to want to learn things that you don't know currently on, um on. So, you know, that's in fact, what I'm looking for. And then also you people who have come over, you know, something degree of hardship. You know, I've seen studies where people who just breeze through school, never had to study, never had to work all that hard. Once they get put off in real life, they're going to run into challenges. They have a harder time than folks that had to struggle you a bit, getting through high school, but getting through college and so forth because, you know, you learn a lot by dealing with with those challenges along the way. My wife I was a bit of ah, snowplow parent, in other words, and we're gonna be this big snow plough that's in to clear all obstacles. But my wife came across a great quote that you would do everything we possibly can to protect our kids from the things who made us who we are. And so, you know, I think the old knowing what challenges people have overcome, but there into an aptitude is essential tub for me to engage him and once again picking up on lessons I learned along the way. This look for people who complement you and always surround yourself by people better than you are. Don't ever be intimidated to hire somebody or people never at your whole team. That's in fact, ah, stronger than you are. That's actually the best sign of a leader. And by the way, and don't ever step in front of them in order. You know the best thing a leader could do is let all his team be or her team be incredibly visible. It's not that you're taking credit. You get farm or influence that you're surrounded by an incredibly powerful team than you are by yourself that

that I really wanted to be if I had a legacy or any kind of small legacy that I wanted to leave. And this was from early on IHS or Khaled through its history, Um, you was fairly siloed as ah company, in fact, that they culturally early on, you know, one team would be put against another team. Um, and so I wanted. If I leave any form of legacy at all, it's to break down the silos within the technology organization, but then across the entire organ it company and then extending into the partners and even extending into the customers where appropriate. So the biggest accomplishment that I like toe have is I think I really projected for fairly long a time, 13 years, the value that can be gained by leaning and doing whatever you possibly conduce. Oh, and then breaking down the barriers. There's no there's no job that will say it's not our job, always tried to lean in, but really try to create that that community, you know, in today's world, the hierarchal Goethe structure that somebody happens to be lined up within a within an orc chart isn't really how we get just stuff done. We all are part of a network of teams. Ah, that span multiple organizations. So what, You really want to dio iss again? Another thing that I'm proud of is establishing kind of this culture that high are cocoa organization doesn't count. It's you're creating these dynamic teams that you can accomplish great things that aren't contained with just people from your own organization, not even just people from within Oracle, but partners, even customers. You know when when it's appropriate. So it's all about leadership. Um, teams, culture, responsiveness. Those are as opposed to any particular project I'm much more about. If you focus on the culture in the process, everything else takes care of itself.

I was immensely blessed that starting my end of my freshman year, I was picked up by the university to do some IT related things and then myself, Barrier. I was actually recommended by a couple of my props to work with a spin out from the university. So I through my entire time in college. And this is one of my most important lessons for College Stearns is get Real world experience while you're going to school. My son he's attending University of Utah, but since before he started there, he was doing development at a startup, and even if he take a lighter load what you're learning simultaneously by being with a startup worry, actually building product and you're using a sprints and scrum and juror and all those kinds of things that's absolutely is valuable is your college and the two. You are very symbiotic. So one of the things that you know school at Michigan provided me was that opportunity to simultaneously get my education on a variety of skills and so forth, but of which the day I started a T I nothing applied over. I mean, I was using programming languages entirely. Everything was different than anything I'd ever done at school. Ah, but what it really did was prepared me for being able to move in to a workplace and have experience. In fact, when I July in Texas instruments ti I was the largest higher er off of college engineers of any company, any company, an entire country. But even when I joined, there were hundreds and hundreds of us that started roughly the same time. But within my organization, I was like the one that had actually run projects before and actually had real deliverables and have worked with customers. So 45 days after I started at TI was 21 years old. They asked me to be the team leader, and ever since then I've been and, you know, in the leadership role. So the big thing that I would like to share some most experience you can get that's complementary while you're in school and then tie that into your schooling could be incredibly valuable certainly was valuable for me.

People can question your decisions, but they should never question your intentions

besides the one that I mentioned, People can question your decisions, but they should never question your intentions. Um, at Oracle, I was surrounded by brighter, hardworking executives and so forth an eye. But, um, you know, I think that, you know, I my level of integrity, my level, my ability to communicate my thought of always doing the right thing for our customers, our company, our employees, lastly, myself, I think that secured you when he has really secured my position. So I'd emphasize that a second one, though, that you are, um that I think of those points in time that dramatically affected my life on and had I blinked, they would have been passed May on. It wouldn't have turned out as it did. You know, it starts as even when I was at the University of Michigan. Um, I was gonna go Teoh, get my PhD in engineering. But somebody was walking by late one evening and said, Hey, Texas Instruments is interviewing tomorrow. And I had never been on an airplane before. I didn't know a single person west of the Mississippi, and I said, Well, shoot, I'll take a free trip to Texas and So I ended up doing it just on the spur of the moment. Attn. Night. I know. Whatever you did back in those days in order to sign up on the interview on Dumb s O, I did it. But then if I don't think of other times whether it's my transition from Motorola from SD Micro, it turns to Motorola. It was just a quick comment that our CEO made and Mark. Why don't you just give this guy Must Royer call it Motorola and see how they do what you do? Um, you know, just that, that one little thing, you know, let me to that once I went to Mr Beatem, he said, Well, you should come with Tomorrowland. Ended up being there 10 years. But even if I think about how I met my wife, um, had I bleeped or let one second pass, we just our past just were crossing. We met racing sailboats and, um, you know, had I done one thing a second you if I didn't jump on the opportunity. So one of the things that I told you I'm an intuitive, so I don't need all the lights to be green before I had to work on. So the thing is, that be you. Um go with your intuition. Don't think things through. It's too much, you know, if that feels good. Oh, and then this will lead right into the next one. That's complementary to that. You can recover from a poor decision. There is no recovery from indecision. Eso, by making decision quickly realize that Yeah, Maybe you might need to do a mid course correction. Maybe you need to do a whole reversal. You are far better off making quick decisions on then, um, way too much time effort. And your competitive advantage gets lost by, you know, analysis paralysis. So never question your attentions. Seize the moment, Ondo. Um and you know, realize you could recover, right? Exactly. You cover from a poor decision. There is no recovery from indecision.

don't what you're actually going to do the you know, for May you know your early jobs are all about learning and then prep. Secondly, around building the building, a network s so forth, but you know it tight. And by learning, it's actually not only learning skills and so forth, but it's learning what you like and dislike what you like doing and just like doing, um, what kind of rule, you know, suits you best. You know, I'm sure everyone's familiar with Steve Jobs in the Stanford. Ah, um, you know that if you love what you deal, you never work a day of your life. So, you know, look for stuff where you're gonna learn grow. And so that's why I've only worked with big companies. This most company I've ever worked for us 3000 people and I was Siebel, uh, you know, But my son's was with when he first started about eight person startup. Now there got a $32 million valuation and ah, he's a sophomore at the U on their probably 30 or so people. But he's getting like this, like deep real world experience that you would never get at a big company. But then otherwise, big companies, you know, they've got just highly leverage in terms of tools and processes, procedures and things that you can get great value from. But, you know, if I had my if it wants of one or the other, I'd go to a smaller company that you're going to make an impact up.um So it's been one year since I left my day job at a worker, and I've evolved to dividing my life in tow. Thirds, the 1st 3rd is staying engaged, which means being on boards and advisory boards of probably seven or so startups. And, you know, basically, I've got I've evolved to I didn't have him a year ago, but evolved to for me to get involved with organization has to meet all six of these things. You know, I have to really love the CEO. Like you'd be somebody that would want to go skiing with or have dinner with. I have toe love what the company does. I have to love the culture. When you go talk to him, I have to feel that they're going to be successful because I have a limited amount time. Um, I have to know what I can do to help. You know, it's it could be everything else, but if I don't really have a role and lastly ah, some I've gotta love it so much that I would do it for free if I get equity, which I always do. But, um, you know, that's icing on the cake. So that's one third. One third is giving back on. So I'm on the board of the Echo School of Business, working with the governor, drives to medication, do a lot of mentoring to do things like we're doing right now. And as well as hosting some retreats and lastly, taking on new adventures with my family traveling new places, we just got a sailboat and so forth. So one of the things that thinks important is I'm thrilled. I retired happy, healthy, intellectually curious and deeply in love. So I wish that for all of you as well. But what's traditionally called retirement is just the new and in my case, the best chapter.

How did you get to where you are today? What is your story? What incidents and experiences shaped your career path?

What responsibilities and decisions does one handle in a job like yours? What are the top three priorities? What are weekly work hours like?

What responsibilities and decisions does one handle in a job like yours? Tell us about weekly work hours, including the time spent on work travel and working from home.

What are major challenges and pain points in a job like yours? What approaches are effective in overcoming them? Discussing examples will help students learn better.

What were the challenges in a job like yours? What approaches were effective in dealing with these challenges? Discussing examples will help students learn better.

What tools (software programs, frameworks, models, algorithms, languages) are typically used in a role like yours? 

What tools (software programs, frameworks, models, algorithms, languages) were typically used in a role like yours? 

What are the job titles of people who someone in your role routinely works with, within and outside of the organization? What approaches are effective in working with them? 

What were the job titles of people you routinely worked with, within and outside of the organization? What approaches were effective in working with them? 

How would you describe your management style? How has it evolved over the years? Can you tell about experiences or books that influenced your management style?

How do you manage conflicts within and across teams? How do you promote trust, openness and a healthy work culture? Sharing stories will greatly help.

How can one get better recognition of work from one's boss and higher management? What mistakes should one avoid? Stories or examples will be quite helpful.

What indicators are used to track performance in a job like yours? Think of the indicators such as key performance indicators (KPIs), objectives & key results (OKRs), or so on.

What indicators were used to track performance in a job like yours? Think of the indicators such as key performance indicators (KPIs), objectives & key results (OKRs), or so on.

What skills and qualities do you look for while hiring? What kind of questions do you typically ask from candidates? 

What skills and qualities did you look for while hiring? What kind of questions did you typically ask from candidates? 

Can you discuss career accomplishment(s) that you feel good about? Please discuss the problem context, your solution, and the impact you made.

Can you discuss career accomplishment(s) that you felt good about? Please discuss the problem context, your solution, and the impact you made.

What responsibilities and decisions did you handle? What were the top three priorities and pain points? What strategies were effective in dealing with challenges?

What responsibilities and decisions did you handle at work? What were the challenges? What strategies were effective in dealing with these challenges?

How did the school prepare you for your career? Think about faculty, resources, alumni, exposure & networking. What were the best parts?

How did the school prepare you for your career? Think about faculty, resources, alumni, exposure & networking. What were the best parts in each of your college programs?

What three life lessons have you learned over your career? If any, please also discuss your experiences facing adversity, or trying something unusual.

What three life lessons have you learned over your career? Please discuss the stories behind these lessons, if possible. Stories could be yours or observed.

What starting job (after internship) would you recommend to students who hope to grow professionally like you? What other parting advice, dos, and don'ts would you give?