>>Yeah. Hello and welcome to the Cubes Presentation of Women in Tech Global Event Celebrating International Women's Day I'm John for a host of the Cube. We had a great guest in Cuba. Alumni Veranda re vice president. Commercial sales for Europe, Middle East and Africa. EMEA at AWS Amazon Web service to great to see you. Thank you for coming in all the way across the pond and the US to Palo Alto from London. >>Thank you, John. Great to see you again. I'm super excited to be part of this particularly special event. >>Well, this is a celebration of International Women's Day. It's gonna continue throughout the rest of the year, and every day is International Women's Day. But you're actually international. Your women in Tech had a great career. We talk that reinvent. Let's step back and walk through your career. Highlights to date. What have been some of the key things in your career history that you can share? >>Uh, thanks, John. It's always nice to reflect on this, you know? Look, I the way I would classify my career. First of all, it's very it's been very international. I was born and raised in India I went to study in the US It was always a dream to go do that. I did my masters in Boston University. I then worked in the U S. For a good 17 years across A number of tech, uh, tech companies in particular, started my career at McKinsey in the very early days and then moved on to work for E M. C. You'll you'll probably remember them, John. Very well, of course, There now, Del um And then I moved over to Europe. So I've spent the last 18 years here in Europe. Um, and that's been across a couple of different things. I I always classify. Half my career has been strategy, transformation, consulting, and the other half of my career is doing the real job of actually running operations. And I've been, you know, 12 15 years in the tech and telecom sector had the excitement of running Schneider Electric's business in the UK Denniston and Private Equity went back to McKinsey Boomerang, and then a W s called me, and how could I possibly refuse that? So it's been really exciting, I think the one big take away when I reflect on my career is. I've always had this Northstar about leading a business someday, and then I've sort of through my career master set of skills to be able to do that. And I think that's probably what you see. Very eclectic, very mobile, very international and cross industry. Uh, in particular. >>I love the strategy and operations comment because they're both fun, but they're different ones. Very execution, tactical operating. The business strategy is kind of figuring out the future of the 20 mile stare. You know, playing that chess match, so to speak, all great skills and impressive. But I have to ask you, what got you in the tech sector? Why technology? >>Well, so you know, in some ways I kind of fell into it, John, right? Because when I was growing up, my father was always in the tech space, so he had a business and fax machines and he was a reseller of cannon. If you remember Cannon, um, and microfilm equipment and I grew up around him, and he was a real entrepreneur. I mean, always super visionary about new things that were coming out. And so as I followed him around, I said, I kind of wanna be him. And it's a little bit about that sort of role model right early in your career. And then when I moved to the U. S. To study again, it wasn't like I thought I was gonna go to attack. I mean, I wasn't an engineer, you know. I grew up in India with economics degree. That's when women went into We didn't necessarily go into science. But when I joined McKinsey in the early days, I ended up working with, you know, the big companies of the days. You know, the IBMs, the E M. C. Is the Microsoft the oracles, etcetera. So I just then began to love, love the innovation, always being on the sort of bleeding edge. Um, and I guess it was a little bit just fascinating for me not being an engineer to learn how technology had all these applications in terms of how businesses advanced. So I guess, Yeah, that's kind of why I still think it around with it. It's interesting >>how you mentioned how you at that time you pipeline into economics, which is math. Of course. Uh, math is needed for economics, but also the big picture and This is one of the conversation we're having, Uh, this year, the breaking down the barriers for women in tech. Now there's more jobs you don't You don't need to have one pathway into into science or, you know, we're talking stem versus steam arts are super important, being creative. So the barriers to get in are being removed. I mean, if you think about the surface area for technology. So I got to ask you, what barriers do you think Stop girls and young women the most in considering a career in Tech? >>I've got to start with role models, John. Right? Because I think a number of us grew up, by the way, being the only not having the allies in the business, right? All of us, all the all the managers and hiring people are males rather than females. And the fact of the matter is, we didn't have this sort of he for she movement. And I think that's the biggest barrier is not having enough role models and positive role models in the business. I can tell you that research shows that actually, when you have female role models, you tend to hire more and actually what employees say is they feel more supportive when they have actually female managers. So I think there are lots of goodness, but we just need to accelerate how many role models we have. I think the other things I will say to you as well is, if you look at just the curriculum and the ability to get women into stem, right, I mean, we need to have colleges, universities, schools also encouraging women into stem. And you've probably heard about our programme. You know, it's something we do to encourage girls into stem. I think it's really important that teachers and others are actually encouraging girls to do math, for example, right? It's not just about science. Math is great. Logic is great, by the way. Philosophy is great. I just love what you said. I think increasingly, the EQ and EQ parts have to come together, and I think that's what women excel at. Um, so I think that's another very, very big carrier, and then the only other thing I will say is we're gonna watch the language we use, like when I think about job descriptions, they tend to be very male oriented languages we look at CVS now, if you haven't been a female in tech for a long time, your CV isn't going to show a lot of tech, is it? So for recruiters out there, look for competencies. Look for capabilities. You mentioned strategy and arts earlier. We have this leadership principles, As you know, John, really well, think big and dive deep, right? That strategy and operations. And so I think we we need to recruit for that. And we need to recruit for culture. And we need to recruit for people with ambition, an aspiration and not always Just look at 20 years of experience because you're not gonna find it. So I think those are some of the big barriers. Um, that I that I at least think, is stopping women from getting into town. But the biggest one is not enough women at the top hiring women. >>I think people want to see themselves, or at least an aspirational version of what they could be. And I think that's only gonna get better. Lots changed. A lot has happened over the years, but now, with technology in everyone's life, covid pulled forward a lot of realities. You know, the current situation in Europe where you're you are now has pulled forward a lot of realities around community, cyber, digital, our lives. And I think this opens up new positions, clearly cybersecurity. And I'm sure the job boards in every company is hiring people that didn't exist years ago, but also this new problems to solve. So the younger generation coming up, um, is gonna work on these problems, and they need to have role models. So what's your reaction to that? You know, new problems are opportunities their new so usually solved by probably the next generation. Uh, they need mentors. All this kind of works together. What's your reaction? >>Yeah, and, you know, let me pick up on something we're doing that I think is really important. I think you have to address age on the pipeline problem, you know, because they're just is a pipeline problem, you know, at the end of the day, And by that, what I mean is, we need to have more and more people with the and I'm not gonna use the word engineering or science. I'm going to use the word digital skills, right? And I think what we've we've committed to doing, John, you know, I'm very proud of this is we said we're gonna train 29 people 29 million people around this world on digital skills for free by 2025. Right, That's gonna help us get that pipeline going. The other thing we do is something called Restart where we actually do 12 weeks of training for the under, employed and under served right and underrepresented communities. And that means in 12 weeks we can get someone. And you know, this case I talk to you about this before I love it. Fast food operator to cloud, right? I mean, that's that's what I call changing the game on pipeline. But But here's the other stand. Even if the pipeline is good and we often see that the pipeline can be as much as 50% at the very early career women, by the time you get into the C suite, you're not a 50 anymore. You're less than 20%. So the other big thing John there, and this comes back to the types of roles you have an opportunities you create. We've got to pull women through the pipeline. We've really got to encourage that there are sponsors and not just mentors. I think women are sorry to say this over mentored and under sponsored. We need more people say I'm gonna open the door for you and create the opportunity I had that advantage. I hit people through my career. By the way, they were all men, right? Who actually stood out there and bang on the door and said, Okay, Tunisia is gonna go do this. And my first break I remember was having done strategy all my life when the CEO come into the room and you said, You're gonna better locks and you're gonna go run the P and L in Benelux and I almost fainted because I thought, Oh, my God, I've never run a PNR before But it's that type of risk taking that's going to be critical. And I think we've got to train our leaders and our managers to have those conversations be the sponsors, get that unconscious bias training. We all have it. Every single one of us has it. I think those are the combinations of things that are going to actually help open the door and make a see that Actually, it's not just about coding. It's actually about sales. It's about marketing. It's about product management. It's about strategy. It's about sales operations. It's about really, really thinking differently about your customers, right? And that's the thing that I think is attractive about technology. And you know what? Maybe that leads you to eventually become a coder. Or maybe not. Maybe you enter from coding, but those are all the range is available to you in technology, which is not good at advertising, >>that there's more applications than ever before. But I love your comment about over mentoring and under sponsored. Can you quickly just define the difference between those two support elements sponsoring versus, uh, mentoring sponsoring >>So mentors And by the way they can range from my son is my mentor, you know, is a great reverse mentor. By the way, I really encourage you to have the reverse mentoring going. So many mentors are people from all walks of your life, right? And you should have, you know, half a dozen of those. At least I think right who are going to be able to help you deal with situations, help coach you give you feedback respond to concerns You're having find ways for you to navigate all the stuff you need, by the way. Right? And feedback the gift we need that sponsors. It's not about the feedback. Necessarily. It's people who literally will create opportunities for you. Mentors don't necessarily do that. Sponsors will say you You know what? We got the phone. Call John and say, John, I've got the perfect person for you. You need to go speak to her. That's the big difference. John and a couple of sponsors. It's not about many, >>and that's where the change happens. I love that comment. Good call. I'm glad I could double down on that. Now that you have the environment, pipeline and working, you have the people themselves in the environment getting better sponsors and mentors, hopefully working more and more together. But once they're in the environment, they still got to be part of it. So as girls and young women and to the working sector for tech, what advice would you give them? Because now they're in the game there in the arena. So what advice would you give them? Because the environments they are now >>yeah, yeah. I mean, Gosh, John, it's you know, you've lived your career in this space. It's an exciting place to be right. Um, it's a growth opportunity. And I think that's a really important point because the more you enter sectors where there's a lot of growth and I would say hyper right growth, that's just gonna open the doors to so many more things. If you're in a place where it's all about cost cutting and restructuring, do you know what? It's super hard to really compete and have fun, right? And as we say, make history. So it's an exciting place. Today's world transformation equals digital transformation, right? So tech is the place to be, because tech is about transformation, Right? So coming in here, the one advice I would give you is Just do it because believe me, there's so much you can do, like take the risk, find someone is going to give you that entree point and get in the door right? And look, you know what's the worst that could happen? The worst that could happen is you don't like it. Fine. There's lots of other things than to go to. So my advice is, you know, don't take the mm. The really bad tips I've received in my career, right? Don't let people tell you you can't do it. You're not good enough. You don't have the experience, right? It's a male's world. You're a woman. It's all about you and not about EQ. Because that's just rubbish, Frankly, right. The top tip I was ever given was actually to take the risk and go for it. And that was my father. And then all these other sponsors I've had around the way. So that's that's the one thing I would say. The other thing I will say to you is the reason I advise it and the reason you should go for it. It's purposeful. Technology is changing our lives, you know, And we will all live to be no longer. 87 I think 100 right? And so you have the opportunity to change the course of the world by coming to technology. The vaccine deployment John was a great example, right? Without cloud, we couldn't have launch these vaccines as fast as we did. Right? Um, so I think there's a tonne of purpose. You've got to get in and then you've got to find. As I said, those sponsors, you've got to find those mentors. You've got to not worry about vertical opportunities and getting promoted. You gotta worry about horizontal opportunities, right? And doing the things that I needed to get the skills that you require, right? I also say one thing. Um, don't Don't let people tell you not to speak up, not to express your opinion. Do all of the above be authentic, Be authentic style. You will see more role models. Many, many more role models are gonna come out in tech that are going to be female role models. And actually, the men are really stepping up to the role models. And so we will be better together. And here's the big thing. We need you. We can do this without women. There's no possible way that we will be able to deliver on the absolute incredible transformation we have ahead of us without you. >>Inclusion, Diversity equity. These are force multipliers for companies. If applied properly, it's competitive advantage. And so breaking the bias. The theme this year is super super important. It sounds like common sense, but the reality is you break the bias It's not just women as men, as all of us. What can we do? Better to bring that force multiplier capabilities and competitive advantage of inclusion, diversity, equity to business. >>So the first thing I would say and my doctor used to always tell me this if it hurts, don't do it right. I would say to you just do it. Get diverse teams in place because if you have diverse teams, you have diversity of thought. You don't have to worry as much about bias because, you know, you've got the people around the table who actually represent the world. We also do something really cool. We have something called biassed busters. And so in meetings we have bias borders. People are going to, like, raise their hand and say, I'm not sure that that was really meant the way it was supposed to be, So I think that's just a nice little mechanism that we have here, Um, in a W s that helps. The other thing I would say to you is being your authentic self. You can't be a man and mentioned be women, and you're not gonna replicate somebody else because you're never gonna succeed if you do that, you know? So I would say be your authentic self all of the time, You know, we know. We know that women are sometimes labelled as aggressive when they're really not. Don't worry about it. It's not personal. I think the main thing you have to do is and I advise women all the time Is calibrate the feedback you're getting okay? Don't catastrophizing it right. Calibrate it. Taken in, you don't have to react to every feedback in the world, right? And make sure that you're also conscious of your own biases, right? So I think those are my Those are my two cents John for what they were for breaking device. I love the thing. >>Be yourself, You know, Don't take it too personal. Have some fun. That's life. That's a life lesson. Um, Final question, while I got you here, you're a great inspiration, and you're a great role model. You're running a very big business for Amazon web services. Europe, Middle East and Africa is a huge territory. It's its own thing. It's It's like you're bigger than some companies out there. Your role in your organisation. What's the hot area out there you were talking before camera. That's emerging areas that you're focused on. People are watching this young women, young ladies around the world. We're gonna look at this and say, What wave should I jump on? What's the hot things happening in in Europe? Middle Eastern Africa? >>I think the three things I would mention and I'm sure there's I'm sure, John, as we've spoken to my peers across the other gos, right, there are some similarities. The very, very hot thing right now is sustainability. Um, and you know, people are really building sustainability into their strategy. It's no longer sort of just an E S G goal in itself. It's actually very much part of changing the way they do business. So I think that's the hard part. And that's why again, I think it's a phenomenal place to be. I think the other big thing that we're absolutely talking about a lot is, and you know, this is getting even more complicated right now is just around security and cyber security and where that's going and how can we be really thinking about how we address some of these concerns that are coming out and I think there's There's something. There's a lot to be said about the way we build our infrastructure in terms of that context. So I think that's the second one. I think the third one is. People are really looking at technology to change the way businesses operate. So how does HR operate? How do you improve your employee value proposition? How do you do marketing in the next generation? How do you do finance in the next generation? So across the business is no longer the place of I t. It really is about changing the way we are as businesses and all of us becoming tech companies at the core. So the big thing there, John, is data data at the heart of everything we do data not because it's there in front of you, but data because you can actually make decisions on the back of it. So those are the things, Um, I seem to come across a lot more than anything else. >>It's always great to talk to you, your senior leader at AWS, um, inspirational to many. And thank you for taking the time to speak with us here on this great event. Women in text. Global Celebration of International Women's Day. Thank you so much for your time. >>Thank you, John. Always great to talk to you. >>We will definitely be keeping in touch More storeys to be had and we're gonna bring it to you. This is the cubes continuing presentation of women in tech. A global event celebrating International Women's Day. I'm John for your host. Thanks for watching. Yeah.

>> Live from Barcelona, Spain. It's the cue covering Sisqo, Live Europe, Brought to you by Cisco and its ecosystem partners. >> All right, welcome back to the Cubes. Live coverage in Barcelona for Sisqo Live twenty nineteen. John for Rico's Cube with David Lantz. Our next guest is Wendy Marches, the President of Cisco, E. M. R. Europe, Middle East in Africa and Russia. Welcome to the Cube. >> Thank you. >> Thanks for joining us. >> Great to be here. >> So one of the things themes this year certainly is cloud data center coming together. But the other backdrop is besides security and all of the things going on with data is the global landscape. So Cisco, see, North American Windows were going on their school live? What's happening in Europe? Actually, GPR has been hot in the past year. What's new? What's the scene like here? >> You know, I think that certainly the scene is one of huge excitement, you know, from our customers across the whole region of Europe, Middle East, Africa, Russia. It's an incredibly diverse region. But you know, if you look at the different countries, the different markets one thing that absolutely is a constant theme that we hear is the desire and the appetite to gain the benefit from transformation. You know, in the digital transformation and what that value can be and realizing that. And if we look for ours, you know within within Cisco and the positioning around realizing the secure intelligent platform is absolutely resonating, you know, so things like multi cloud and realizing that reinventing the network, the security challenge and dealing with that, how you address it with the multi domain architecture approach so our customers are really engaged in the conversation, want to learn more, but most importantly, want help with how. Show me how to do it. >> You guys must be leading the conversation within Cisco as your team in Europe, Miller's nephew in Russia. Because the complexity around compliance and data has been front and center Now for twenty four months now hitting mainstream global landscape, this >> is really >> impacting the architecture. We look at the how intent based NETWORKINGS developing policy based fill in the blank two. Connecting to multiple clouds so kind of complex. A whole new architecture. Reimagining networking. How are you guys seeing them? Trends now is it's still at the tipping point is it's still early. What's your? What's your assessment of the role of data as it gets more complex, more compliant, driven? >> So I think that it's certainly if you look for organizations, the power of being able to understand the importance of your data where it resides, being able to demonstrate that having the integrity and the quality of that data is extremely important as well. So there's a heightened awareness in the market for organizations, global organizations who conduct business in a mere, you know, of course, and we are one of those as well. So a knowledge and understanding and appreciation ofthe compliance regulation. It's only going to become Mohr intense, you know, as we go for. So for organizations to really have robust and rigorous processes around, all of that on technology could be an enabler in the process as well. What >> are the >> unique aspects? Wendy Inn in the region, you obviously have visibility. And on what goes on in North America, what's different in Europe, especially in the context of cloud multi cloud? Obviously GPR, although it's a framework now for for for everybody get on the world. But what's unique in the region? >> So I think the uniqueness is, you know, if you look from a multi cloud standpoint, for example, where you know organizations are, have been, I would say depending on some of the countries and markets a little bit more hesitant around a movement to cloud. And now there is a movement. But it's more one of, well, what is appropriate for me. And how do I ensure I can embrace multi cloud in a way that makes sense for my business. So, rather than a full move to public, there has been a selected, you know, based on application of workload environments and also understanding the security, back to compliance. And also the regulation impacts have some of those movements as well. And of course, that depends upon the vertical or the industry in which those organizations are operating. So for those who are highly regulated, like health care, you're the pharmaceutical sector. There's a deep inspect that goes on there as well, so I think there's a further requirement for due diligence around some of those topics as well. >> Well, in the you know, the Snowden backlash had some paranoia for sure, with everybody saw going to go to two or three clouds. And that's clearly not been the case. Yeah, you have no many dozens and hundreds of service providers that air that air specialists obviously in the region. So we heard today about a million end to end architecture, which is a a bold and ambitious vision. You have a technical background as well. I wonder if you could just describe sort of how that's all going toe transpire. How do you take the customers on their journey? What are they asking you for help with? And where do you see it going? >> Yeah. So if you look at, you know from David this morning, David, get clear on what he talks about. So really, you know, for those different domains, there are competencies, you know, if you think so. There's the data center. There is the edge. There was security world, the collaboration world. So the reality of it is, though, that as a cousin, enterprise or any organization indeed consumes those things. They want to be able to work across all of those areas. And they want the innovation to work in a seamless manner. Is that the end of the day? The problem to solve. To simplify for me, Anita automate reduced complexity. I wanna roll and deploy policy and a consistent in cohesive way. So in order to make that happen, you have to have these environments able to talk to each other, but more importantly, pushed that policy in a cohesive manor across these environments. So for us, it's a journey, eh? So it's not something you could do over Nice. You have to work within your engineering teams and your ecosystem in order to bring that to life and do it in a way where the custom consider could consume it. >> I think you really nailed that. We see in the trend as well. This cross domain component with AP Eyes now but you're open are pushing data around you, moving data from point A to Point B. Sounds like networking. To me, policy is important, but the configuration the deployment, which used to be hard, is now being automated. So the question I have for you here in the definite zone means packed People are learning about programming. >> What is the >> impact of all this to developers were trying to build APS and your ecosystem. There's gotta be an opportunity there some Mike go the way of the old guard fade away and some new kinds of providers might rise up. >> Yeah, you know, this huge opportunity here, and I think it's opportunity around the requirement for new skills, new competencies, but also around you capability to bring this the life. Because if you look from a development standpoint, if you look at how you realize value with organizations and where does the money flow between some of these environments is interesting and the ecosystem itself. You know, Francisco, what What I believe makes us even more powerful is bringing to life on them and accelerating with the ecosystem, because at the end of the day, the customer will buy an ecosystem style environment. So for us to be able to work with all of those parties as we have over many years and there will be new players, the I s. P community, the developer community that we work with that will be really powerful >> forces with system growing significantly, ecosystem grow >> Absolutely, absolutely awesome. Example. Just lookit here because of the organizations that are here. >> I think the development trends clearly intersecting with networking as more programmable right? >> Yeah. >> That's the big takeaway for us. You can program the network. You have infrastructure as code. That's the devil. Promise that now here. Question we're looking at is okay. What's it going to be? The impact of value creation. So from a customer, what does it mean to me? So so, as we look at that, I sent the thing about the Cisco original business model enabling technology. How would you answer that Question of what's being enabled today. What's the big half a customer's? What are you guys enabling for your partners in your >> S o? I think a big part of it is we see now a lot of the conversation there's around What is is the use case. So it's not just a I've got some cool stuff. Show me the cost ofthe that work is how do I apply that into my environment to derive value and that value, maybe around efficiency and maybe a brand provisioning in a more rapid manner, automating in a more realized manner. Lots of different instances where organizations they don't see the benefit associated with that, but also it allows them to free up time of their people. And their teams to move into new areas as well as they move their own business models. Because, you know, it's a massive transition that's happening in the industry. Overall, it's not just were not just changing for the sake of change were changing because the market is asking us to do that >> well. And so customers have to make bets on who they're multi cloud providers, maybe, and obviously Cisco's coming out that from a position of networking strength, which is a good place to come from. But there are other there alternatives because the Bigg market headed strategic. What gives you confidence that Cisco's the right solution? What are you telling your customers in that regard? >> So you know, if I look at the, what gives me confidence is the fact that we have an openness. You know, if you look from A from a P I standpoint of developer standpoint, we've always operated in a mode of an openness so that you have an environment where anyone could write to that's people want that it's incredibly importance or not. Having a proprietary stance is very powerful, but I think also being able to work with a ecosystem that's there where you are a dependency on others, and you meet with the meat in the channel on certain solutions and innovations as well. So you empower a greater community to start to drive that acceleration with you? A swell. You know, I will. Look at the you know, we talk about reinventing the network. It's happening. It's happening now, you see, is doing it. And just how important the network is more than ever before in this transition, you know, ran a number of areas with security with policy, and it's way see it come to life now. >> Well, the old saying the network is the computer will do you no. Cisco's the network. Yeah. I gotta ask you about Brexit is someone who's based in the UK thoughts on effects that that has. I mean, obviously, sir Francisco Global Company. But your perspectives on Brexit >> s So if I look for, you know, as someone who lives in the U. K. You know, clearly we hear about brexit a loss, you know, you do in your country as well. And I would say four words. We over. You know what Cisco is? A global company were very fair. We're very familiar with working with these types of instances and situations. The UK remains for us is an incredibly important market and will continue to be on We'll, you know, we'll continue to invest from a capabilities and a skill standpoint, and I think just force now, you know, working with our teams there. I'm making sure that there's we minimize any impacts based on scenarios, you know, to our customers and apartments. The rules get through. >> Rules change. Adept. I >> could ask >> you about our The Russia piece rushes of GDP is about the size of Spain from correct, interesting that you carve that out of a distinct opportunity. How's the business going there and maybe some comments around >> you're so I can't talk directly about business performances were in quiet period. But I guess we call it out specifically because it is not part of Europe, Middle Eastern Africa, but is a very important part of our region of Vermeer. And if I look for cores of, you know, we believe that there is significant opportunity for us in that market. We have a fantastic team that were closely where there again with our customers and partners. And, you know, we believe there's, you know, absolutely opportunity for Sisko in that market >> development team there as well. Our way >> have we have capability there that works locally with all of our all of our teams and, you know, engineering Competent sale steams etcetera as well. Yeah. >> Good. Good math. >> Wendy, how are you guys organized in your territory? How do you guys maintain close to the customer in the countries? Is the country strategy had just people don't. >> It is a country strategy. So we have, you know, about one hundred twenty three countries within a mere on, we have teams that live and operate in all of those countries. That's Avery close to us from a regional perspective. So want team, you know, that really drives that scale. I'm a fantastic opportunity to go and visit those teams. You know, I spent a lot of time on the road on DH. You know, I enjoy Ascend and they do to, you know, >> is there anything you could talk to your customers that are watching here? Anyone interested, as you guys have transformed as a company, Certainly looking what Cisco is done over the past few years a complete transformation building on your base You've been through You've been agile getting nimble being Mohr use case driven Central, Central. What have you learned? What's your learnings? And what would you pay it forward in terms of advice? >> Yeah, So, you know, if I if I look at it, we're not through, we're still you know we're still on the journey and I think a big part of it is accepting and acknowledging a need for change is really important. But a big part of this change is culture. You're a friend of Ford's within Sisko, and the culture of our teams are people on having an attitude in a style of a desire, a curiosity, Onda willingness for change is really, really important. And as we talk about the transformation topic, you need both. You know, technology's incredibly important and powerful, but you need a spirit and a culture and your people in your teams you want to drive that change with you >> in their culture starts in trouble. Thank you for taking the time. >> Thank you >> for the following your progress as we take our cue. Global next couple of years. Looking forward to keeping an eye on. You guys are doing. Thanks for joining. >> Thank you. Thank you. See you >> here. Live in Barcelona. Francisco live twenty nineteen. We're back with more after this short break.