so I have a very interesting journey. Um, I start up, is an engineer out of piety and worked in suffering. And, uh, you know, obviously the primary function reporting on the engineering side. And I got my c f a m b A in order to switch to finance. Um, after MBA, I worked at the intersection of tech and finance and companies like being better Oracle. But my experience is very unique because I got to work, you know, with the CFO and very the top business leaders, which helped me kind of learn strategic thinking, corporate leadership and competitive retelling. Um, in a very immersive A I was making you know, Dex for the board presenting to the C staff and all that. So that gave me that 30,000 ft to you, too. Think about things strategically and connect the dots really well. When I was at the end where, um, I had an accidental, um entering into entrepreneurship where my first born was first time going into summer camps after his kindergarten, and I had a really hard time finding summer camps for him. I was chatting with friends and there was just no good way to find and collaborative friends. You know, you're sending your child to an unknown place every week. It changes your spending thousands of dollars. And I was like, there has to be a better way to do this, but I couldn't find anything. I was just using Google sheets, and that's when I decided to jump into entrepreneurship and solve that problem myself. You know, um, summer camps in our school activities, a $3 billion industry. And so it just made sense that somebody should solve that. And that's how my company on board Lee was formed. And, you know, I had a few people did everything myself from, you know, product thinking, user research, testing, writing some code, um, taking it to market. And, you know, I trading over the idea over the next few years, the site rent life. You know, we got a lot off camps on the side in a few 1000 users, but not enough to make money on. At the end of three years, I had to make a decision whether to pivot or to quit. And at this time, you know, I was chatting with run off my, um you know, friends who had been an entrepreneur in the past and recently started at Walmart Labs leading the product team. They're in search, and you know, she talked to me about this opportunity on the team, which was mainly a time product management at WalMart, was about chasing escalations and stakeholder management because we had business leaders who were used to a store business, not e commerce. And Search Team was basically a couple off acquisitions that come together. And so it was a very engineering focused team with no product and storytelling experience. And, um, I love the opportunity. The problem of search was very interesting to me as part of my startup. And so I decided, Take that opportunity Over the next four years, Um, I worked really hard to learn this new domain spent 12 to 15 hours a day, talk to every single person I could find to learn about search, but also build credibility from my experience, you know, working with the senior leaders and storytelling. And, you know, over time I grew, uh, with the team and you know, the team has grown from 50 people to 250 people now and today I lead the search. Relevant steam. Um, with all of such stack with me in terms of quite understanding, relevance and ranking, serving over 250 million queries a year with 100 million customers, so you know, it's been an interesting right so far.

always a little more evolved, and I would put my work into four buckets. The first one is, you know, driving the vision. So I lied. Search team in My role is to drive the vision for search for Walmart, and that means a longer term vision, not just for the next quarter, but at the same time. It's my job to make sure that the quarterly and your little alliance with that longer term vision then I would say a big part of my role is to make sure the team is executing on that road map and delivering on our goals. The third one is Stakeholder Management, which includes, you know, um, cross functional stakeholders and upward management. So working with other leaders on the track team and business side and we're working toward the same primaries and for a potential, I would say it's about making sure they're aware and aligned on what we're doing, Why we're going to make sure that you get the right investments into the things that we need and the fourth one and the most important one as a leader is to hire and you get the right teams. I spent a lot of time mentoring my team, making sure they have the right incentives that I support system to do their job bell. So those are, I would say, the key for responsibilities in areas, uh, in terms of hours. You know, I am a bit off workaholics. I still work about 10 12 hours a day, at least sometimes even longer. But I would say, you know, about 10 hours is a normal day, and, uh, I'm not particularly a fan off. Welcome home. Uh, though people do work from home, you know, once in a while, if they need to with Kobe, everything. Everything has changed. Everybody's working from home for last six months. So it's it's up to you. You know, technology companies allow you that flexibility. And so we do have that flexibility. I just don't before that, uh, in terms of travel, I would say I have teams in New Jersey and in India, So I end up traveling at least once a quarter. Um, sometimes I would say twice a quarter, mostly for work, but sometimes also for conferences and stuff. So I would say 6 to 8 times a year. Yeah. Um,

It's very iterative. It is, ah longer the livery cycle. Unlike you know, I would say experience based software because you're designing algorithms with probabilistic. You don't always know it. We work or not. And so you have to be mindful of that and making sure that your roadmap accounts for that. And, um, your privatization accounts for that. What I mean by that is, sometimes you have to make bets. You can't. 100% say that you will be able to do this in, you know, next to Sprint's. Because if you want to say solve for cold start, for example, which is when new items come into our catalog, how do we show that to a customer? So you have to account for that, And the second one is conflict management and, um, cross functional collaboration In a. In a product as complex as such, we work with a lot of teams, and so it's very important to make sure that you are constantly taking the team along the larger team along. And, um, you know, I'll give you example in this case, so much depends heavily on structure data. And so if our data underlying data for product is not good, then our search will not be good. And so if we don't work really well with the catalog team to make sure we're aligned on the same priorities, then it is not gonna work out well. So if catalog was, let's say, going after improving the quality off, let's say, uh, items in home category, you know, we have items across, you know, home fashion, whatever. And they were improving. Let's say color for that, uh, color for items, whether it is ah, you know, white furniture, black, whatever. Right? And we on the searching we're working on using improving brand understanding now there to misaligned. They're working on something as a brand is not something that they're focusing on Italy misaligned. So it's important to make sure that you are aligning with your cross functional partners to come achieve the goals. So that, I would say is, you know, um, important part of my role. Wow. Um, so we are search algorithm steam and so, you know, for us machine learning deep