understand

the market is slow to change you know their their thoughts around what is a premium who should get funded who should build a product who should we hire and we've seen it time and time again and so i've actually leveraged that as you know an arbitrage opportunity at every single kind of spot and so like at google I built out, you know, a global supplier diversity program that still exists today.

And I, what I did, I don't think it was like disruption.

I think I actually don't think I disrupted anything.

I think what I did is I made the business case so undeniable to the people holding the budget that, that, you know, they could not say no, which is that diverse suppliers, it was not about, you know, a charity or access.

It was more that it was a procurement inefficiency that Google, we were leaving money on the table, essentially.

And if you lead, you know, with what are we missing and not what we're doing wrong? I think you just get a little further along.

and