I think the overarching thing I would say is that I got to where I am today, mostly through incredible good fortune but I will also say that fortune favors the prepared and part of I think how I've ended up where I am is that I have always very passionately pursued what interested me and frankly, I always worked really diligently at whatever I was doing and tried to build strong relationships in whatever role I've been in. So what I found is that everything I've done in my career has tended to be the springboard for the next thing to my career because I was able to build on those relationships and sort of the credibility I built through the work I did in previous roles. But I also have experienced incredible good fortune. I think frankly, working at my employer today is a very interesting and unique privilege and really something I only am able to experience because I happen to be very passionate about what back in the late 1980s was some pretty obscure technology. I started out, actually my first job that wasn't really strictly a high school or summer job was an on-campus, I worked as a consultant on-campus rep for the NeXT computers. I actually was there, representing what was then Steve jobs company at the University of Maryland. I ended up there because I was actually really intrigued by the story of the company and what they were doing and I was super excited to somehow participate in what they were engaged in because they were doing something exciting at the time, they were building a new computing platform, which actually, nobody else had done in a while. Something truly new computer systems company, etcetera. I really wanted in, and I honestly look for any way I could get it. I happened to find people who were hiring for the campus rep and that was my first role that ended up being the springboard into my first job out of school. It was working for a start-up that made software for NeXT and then working at NeXT itself.

I'll have to speak in general terms, obviously. My responsibilities include leading a team that does product management and product marketing, which is something that's kind of unique about the way that our role and function work at Apple and that we both work with engineering to help to find the product that we build and also hope to craft the messaging and the way that it's presented in the world outside the company and so my responsibilities revolve around those two things. I and my team, engage with our engineering counterparts and a lot of time working on the planning and execution of launch, which is typically a very large cross-functional activity for anything we're doing that might involve not only, marketing and marketing, communications and PR and those kinds of groups, but also the people who provide for readiness, like our support or operations or IT people. So, there's a lot of breadth in terms of the kinds of things that we might be called on to do. In terms of decisions, it's even hard to characterize them other than the 1000 little decisions that come up in the process of doing all of those things. They might range from, what do we call something like, what's the name of this product or feature to very simple tiny things about subtleties of wording or about whether we're going to make a trade-off of a certain feature in order to take a risk out of a product and those are the typical decisions that we don't make on our own but typically decisions that we make in collaboration with the cross-functional partners. In terms of hours, most of my hours are in the office. Apple has a very face to face culture in terms of work and so we tend to work with other people in person means that there's not a lot of working from home although there is some and particularly when I need to focus and write, I try to work from home because now we have a very open office environment, which is great for collaboration and sometimes can be a little distracting in terms of focus and concentration. In terms of hours, it can vary a lot. I'd say at least a 40-hour workweek in my current role, it can sometimes be considerably more. Launch periods can be very busy because there's a lot of moving parts to manage and shepherd to completion. Travel is highly variable. I typically don't travel a ton most of the year. I have kind of frenzied periods of travel that might be associated with a specific campaign or launch activity and in those periods, I might actually be on the road every week for a month or six weeks but that's kind of the exception, rather than the role of the way my job works.

Given the breadth of the role, it's kind of everybody. So the job titles range from an engineer or product manager or producer or writer or whatever the person is to the senior vice president or CEO. It's like there's a huge dynamic range of title and responsibility, depending on what specific activity it is. I would say most of the time I'm a partnered either with my peers and colleagues in product marketing or typically with the managers' inside our engineering organizations who are directing the efforts around practical and what approach I find to be effective in working with them is I think part of it has to do with trying to actually always act with integrity. Like, if I don't know something, I try to actually admit that I don't know it and do what I can to rectify that situation if I need to. Similarly, I want to try to keep commitments, so if I say something's going to happen, it's going to happen, or there's going to be a very clear reason why it didn't happen, and everyone will understand that. So I try to keep communications open and try to be a person who could be relied upon by my cross-functional peers and counterparts is actually one of the most important things. In general, I'd say, in our work culture the thing that gets you credibility in the opportunity to do new things is always demonstrating competence at the role you're in right now. I don't think that's unusual, I think because of her like that and so what's effective is understanding what it is that they need from me and making sure that they get that.