Ruth Porat

Well, when I entered my career, it didn't occur to me I would be a C-suite leader and I had never thought about it. I think that people who plan to deliberately miss things along the way and that what actually opened the door for me to be here was the fact that I wasn't rigid in my thinking and I didn't have a clear plan. My plan was just to continue growing and learning and having an impact.

Well, when I entered my career, it didn't occur to me I would be a C-suite leader and I had never thought about it. I think that people who plan to deliberately miss things along the way and that what actually opened the door for me to be here was the fact that I wasn't rigid in my thinking and I didn't have a clear plan. My plan was just to continue growing and learning and having an impact.

Well, when I entered my career, it didn't occur to me I would be a C-suite leader and I had never thought about it. I think that people who plan to deliberately miss things along the way and that what actually opened the door for me to be here was the fact that I wasn't rigid in my thinking and I didn't have a clear plan. My plan was just to continue growing and learning and having an impact.

It goes back to an earlier answer when I said the most important thing for me is to keep asking, what's your highest and best use? And if you keep addressing that question, what's your highest and best use, and you don't have blinders on, you will find that leaders eventually say, wow, if you did X and Y and A and B, you can probably do something else as well.

It goes back to an earlier answer when I said the most important thing for me is to keep asking, what's your highest and best use? And if you keep addressing that question, what's your highest and best use, and you don't have blinders on, you will find that leaders eventually say, wow, if you did X and Y and A and B, you can probably do something else as well.

It goes back to an earlier answer when I said the most important thing for me is to keep asking, what's your highest and best use? And if you keep addressing that question, what's your highest and best use, and you don't have blinders on, you will find that leaders eventually say, wow, if you did X and Y and A and B, you can probably do something else as well.

And that's why doors then kept opening. And I didn't take all of the doors. You have to know yourself and know when to say no. But it's also important to have that debate with people you trust and respect who are thinking out for you, not just for the expedient problem they have, so you know when to turn down a door and when to take the door. That's what I would say is the most important.

And that's why doors then kept opening. And I didn't take all of the doors. You have to know yourself and know when to say no. But it's also important to have that debate with people you trust and respect who are thinking out for you, not just for the expedient problem they have, so you know when to turn down a door and when to take the door. That's what I would say is the most important.

And that's why doors then kept opening. And I didn't take all of the doors. You have to know yourself and know when to say no. But it's also important to have that debate with people you trust and respect who are thinking out for you, not just for the expedient problem they have, so you know when to turn down a door and when to take the door. That's what I would say is the most important.

Just keep learning and being open to new ideas.

Just keep learning and being open to new ideas.

Just keep learning and being open to new ideas.