Kelsey Hightower

And then product impact.

This is cloud.

Why limit yourself to Kubernetes?

There's serverless, there's databases, there's metrics, there's so many things here.

So now I'm like, I need to learn everything.

And I want to employ all of my skills.

So it turns out my time in financial services means I could be an exec sponsor.

I knew how to go from hello world to hello revenue.

So if I got into an exec briefing, I didn't waste everyone's time showing them the latest feature of Kubernetes.

It doesn't make sense.

They want to know how these tools come together to lead to actual impact and outcomes.

And so I matured there and also got smart.

You got to go to other teams and you read the OKRs.

So another team might say, hey, Kelsey, we're really trying to get more adoption on our metric stack.

And I remember the first thing that I started implementing at Google was a thing called empathetic engineering.

So you have a lot of smart Googlers.

These people are brilliant.

I mean, extremely brilliant.

To the point where the hardest problem Google had, in my opinion, was what to build.

Not how to build it, what to build.