Irina Filippova

Because again, folks think that if they kind of somehow outsmart the market and become very popular, that somehow is going to get them from point A to point B. And of course, we've seen a lot of unfortunate consequences of that kind of thinking.

Because again, folks think that if they kind of somehow outsmart the market and become very popular, that somehow is going to get them from point A to point B. And of course, we've seen a lot of unfortunate consequences of that kind of thinking.

In my mind, Vance, the word leader equals the word courage. There is no leadership without courage. And even though I believe we don't necessarily have a lot of examples of courageous leadership, those who show courage are the true leaders. Did it take courage for me to make the transition from BP to an early stage startup?

In my mind, Vance, the word leader equals the word courage. There is no leadership without courage. And even though I believe we don't necessarily have a lot of examples of courageous leadership, those who show courage are the true leaders. Did it take courage for me to make the transition from BP to an early stage startup?

Probably, probably some courage, but I would say more curiosity on my part. Like I said before, I was not wedded to a particular structure of my career. I was not wedded to going from one stage to the next in a very precise way. I always desired to have more freedom and more control over my own destiny, as it were. So that, to me, was very natural.

Probably, probably some courage, but I would say more curiosity on my part. Like I said before, I was not wedded to a particular structure of my career. I was not wedded to going from one stage to the next in a very precise way. I always desired to have more freedom and more control over my own destiny, as it were. So that, to me, was very natural.

That transition was very natural, even though it happened in the midst of the global financial crisis in 2008. So anyone thinking rationally about this would say, well, why wouldn't you just stay with a safe, secure career where you were progressing just fine in a large company versus going kind of off on your own into the unknown. But to me, that wasn't really the dilemma.

That transition was very natural, even though it happened in the midst of the global financial crisis in 2008. So anyone thinking rationally about this would say, well, why wouldn't you just stay with a safe, secure career where you were progressing just fine in a large company versus going kind of off on your own into the unknown. But to me, that wasn't really the dilemma.

I was attracted by the opportunity of meeting a challenge. My desire was to meet that challenge and to bring all my skills and experiences to bear on meeting that challenge. And if I could do that in the context of a small enterprise, like-minded individuals, great, fantastic. If I had to venture off on my own, then that's how it had to be. So I see courage really as a way of being rather than

I was attracted by the opportunity of meeting a challenge. My desire was to meet that challenge and to bring all my skills and experiences to bear on meeting that challenge. And if I could do that in the context of a small enterprise, like-minded individuals, great, fantastic. If I had to venture off on my own, then that's how it had to be. So I see courage really as a way of being rather than

kind of a quality that you have to have. It's just a way in which you get from one place to the next. And you do have to sometimes jump over large chasms. But in doing so, you have to have a vision of bridging areas that don't really bridge easily. The business that we are now, for example, we're in now, the business of

kind of a quality that you have to have. It's just a way in which you get from one place to the next. And you do have to sometimes jump over large chasms. But in doing so, you have to have a vision of bridging areas that don't really bridge easily. The business that we are now, for example, we're in now, the business of

Electrifying transportation involves two very established industries, energy and transportation, going through a transformation. And as both of them are changing at the same time and fundamentally, we're here to really bridge everything that they're going through and create an opportunity for fleets to electrify successfully.

Electrifying transportation involves two very established industries, energy and transportation, going through a transformation. And as both of them are changing at the same time and fundamentally, we're here to really bridge everything that they're going through and create an opportunity for fleets to electrify successfully.

So again, this is an opportunity and this is seeing how you can actually connect the dots in the midst of the storm, for lack of a better term, in the midst of this big major transition and transformation. I would say that most courageous leaders in my mind are those who actually stick to the promises that they make to their people, to the organization that they run.

So again, this is an opportunity and this is seeing how you can actually connect the dots in the midst of the storm, for lack of a better term, in the midst of this big major transition and transformation. I would say that most courageous leaders in my mind are those who actually stick to the promises that they make to their people, to the organization that they run.

Those who continue to deliver on the promises they made to their investors and funders, people who back them, back their idea. And those who continue to deliver value to those who use their products and services, their company's products and services. That's called integrity. And sometimes integrity takes courage.

Those who continue to deliver on the promises they made to their investors and funders, people who back them, back their idea. And those who continue to deliver value to those who use their products and services, their company's products and services. That's called integrity. And sometimes integrity takes courage.

It means walking away from opportunities sometimes because they don't fit with the original vision for your enterprise. This also may mean walking away from certain partners or ecosystem players who are not showing up with integrity.

It means walking away from opportunities sometimes because they don't fit with the original vision for your enterprise. This also may mean walking away from certain partners or ecosystem players who are not showing up with integrity.