Yeah, so maybe start off a little bit. So I'm the CMO, Chief Marketing Officer at Box, a Silicon Valley company focused on cloud content management. And I've been with the company for about two years. I've been in my current role for roughly nine months, and it's a little bit of an interesting experience. And if you look at my background and career path, I have a bit of a philosophy of being a generalist. And so I've done a lot of different roles in my past, whether that's running a product organization, running marketing organization, running part of a sales organization or in what we call customer successes, like basically making customers successful with whatever product they bought. And so over the last 20 plus years, I've always had this sort of bent around marketing, and it's just where my passion is. And so I've either been working with marketers and sort of customer-facing roles or actually doing marketing on my own. And I think, what has shaped those experiences and I guess, behaving this philosophy of a bit more of a generalist as these opportunities have come up, and I have basically taken a little bit of leap of faith and taking on roles where maybe I didn't have the experience, but I was learning and trying to figure that out and sort of set me up for my career path of doing some pretty interesting fun stuff.

What's interesting around the chief marketing officer role? It is a very broad role. And so if you think about what do I care about? I care about the brand and reputation of the company at a high level. I think about how do I help our sales team grow? So I think about what we call annual recurring revenue. So how do you actually get that the company to grow? And I partner very closely with our sales organization to build a pipeline and opportunities for new prospects. And then I also think about our existing customers, and are we setting them up for success? Are they understanding the capabilities of what they've purchased from us? Are they returning? Are they leaving the organization, like all of these, are things that are across the entire customer lifecycle, whether it's them understanding Box, what we do in our vision to making sure they from a consideration perspective, we are in their consideration set and then, ultimately, are they successful once they've purchased our software and they're renewing and buying more from us. That's you know, in a nutshell, the overall big, big picture. And then I've got a lot of different functions within the marketing organization. Think through that. So whether that is my PR communications team getting our CEO on TV and Newsweek or Business Week articles to actually thinking about what brand advertising we do in the marketplace? Whether that's digital or physical. I've got a team thinking about how do I execute our event strategies. How do we manage our website and our digital properties to a product marketing organization that really thinks about how do I position this? What's the market opportunity? How do I think through that? I've got an analyst relations organization that is working with vendors that, like a gardener or forester that really rates all the vendors and making sure they understand our value. I have a project management office that helps coordinate all of these things together. We've got a customer marketing organization that's thinking about how do I cross-sell it to the existing customer base. But also how do I make sure that they understand adoption and onboarding and making sure, really, they get value out of it. So it's a very broad work. And so today I'm actually working from home and so our office environment. I unfortunately work decent hours, but I do mostly go into the office. I probably work from 8- 5:30 or 6, is sort of my normal working hours. Although business today it seems like we often work later, more virtually with our phones. I do travel. I do travel quite a bit. Obviously have a global responsibility. So I have teams in London and Tokyo, in Sydney, in New York, So very distributed team. I do get the pleasure of traveling to some pretty cool places around the globe.

So if you think about my peers within the organization, so we actually have a Chief Revenue Officer or really ahead of sales. He's really responsible for our growing sales up of the company and renewing the business week up. We have another chief customer officer and he thinks about what our customers are doing, are we giving them the right capabilities? Are we consulting with them? Do we have the right to work for them and making sure they're really seeing the value of what they've purchased So my boss is actually a chief operating officer, and she's responsible for all of those functions, making sure that we're all coordinated and working together. I work very closely with our chief product officer, and he's responsible for the strategy of the product that we build on making sure he's listening to customers and all that and then within those organizations I work closely with people in sales and customer success and product, are probably the ones that I probably worked the most with. And then from a customer perspective, I'm also working with my peers in the industry, talking about best practices and really, how they can use our solutions to help run their business. I say those are probably the ones most that I work with. And then there would be like titles of VP of sales VP, a customer success, director of sales, director of customer success, product managers, those are, probably the type of roles that a marketing leader probably works the most with. So I think for me the approach is making sure that I really understand what are their drivers? What are their KPIs? Their key performance indicators what it means is are they driving towards and how can I help support them? And then how can they support the things that I'm doing? So one of the things we think a lot about is around the transparency of making sure that whether that's Mark and one of the programs that he's got going on, how do I support him with my team and we're aligned on the same thing around, whether it's our head of product for our COO. It's transparently having a set of goals that are aligned and then making sure you're talking about it and working together, and I find that's the most effective way to get things done.