When you're coming into a company and, you know, have to do a transformation, what you really want to do is look at the company and say, 'Okay, here are the parts that the company does well. How do we get those genes to hyper-express? The genes that are getting in the way, how do you turn those off?'
I think that there is a generational change, where new generations that have grown up always having access to the internet have a somewhat different view in terms of personal information and what needs to be kept private.
I think what's really amazing is that given the scale of the web and getting the compute power we have today, we're starting to see things that appear intelligent but actually aren't semantically intelligent.
I really wanted to be a doctor, until my freshman year of college when I realized that while I was good at chemistry and biology, I really wasn't feeling challenged by it.
I always did something I was a little not ready to do. I think that's how you grow. When there's that moment of 'Wow, I'm not really sure I can do this,' and you push through those moments, that's when you have a breakthrough.
Really in technology, it's about the people, getting the best people, retaining them, nurturing a creative environment and helping to find a way to innovate.
Shifting toward management meant greater responsibility and influence, but it also meant giving up programming day-to-day in my role, which was hard because it took me out of my comfort zone.
I think it's very comforting for people to put me in a box. 'Oh, she's a fluffy girlie girl who likes clothes and cupcakes. Oh, but wait, she is spending her weekends doing hardware electronics.'
