Ruth Porat

I keep saying, I need two things. I want to have horizontal vision, connect the dots to all of the related issues. And you also want people who have instinct based on experience. And again, in the moment, you can't do that.

I keep saying, I need two things. I want to have horizontal vision, connect the dots to all of the related issues. And you also want people who have instinct based on experience. And again, in the moment, you can't do that.

I keep saying, I need two things. I want to have horizontal vision, connect the dots to all of the related issues. And you also want people who have instinct based on experience. And again, in the moment, you can't do that.

And so that's why this notion of having the strength of a team that is enabling you to think ahead, build the strength that one needs, fortify ahead of time is critically needed in good times and bad. And I certainly saw that as we were leading on a lot of the growth that's been so exciting here at Google, but also going through some of the tougher times like COVID.

And so that's why this notion of having the strength of a team that is enabling you to think ahead, build the strength that one needs, fortify ahead of time is critically needed in good times and bad. And I certainly saw that as we were leading on a lot of the growth that's been so exciting here at Google, but also going through some of the tougher times like COVID.

And so that's why this notion of having the strength of a team that is enabling you to think ahead, build the strength that one needs, fortify ahead of time is critically needed in good times and bad. And I certainly saw that as we were leading on a lot of the growth that's been so exciting here at Google, but also going through some of the tougher times like COVID.

So those would be the three lessons I take from it.

So those would be the three lessons I take from it.

So those would be the three lessons I take from it.

I think the most important is to be authentic to what you know and be honest with oneself about what you still have to learn. So I'll give you an example. I just mentioned that during the financial crisis, I had been leading the financial institutions group at Morgan Stanley, responsible for banks and insurance companies. But the most important part of that experience was the work with U.S.

I think the most important is to be authentic to what you know and be honest with oneself about what you still have to learn. So I'll give you an example. I just mentioned that during the financial crisis, I had been leading the financial institutions group at Morgan Stanley, responsible for banks and insurance companies. But the most important part of that experience was the work with U.S.

I think the most important is to be authentic to what you know and be honest with oneself about what you still have to learn. So I'll give you an example. I just mentioned that during the financial crisis, I had been leading the financial institutions group at Morgan Stanley, responsible for banks and insurance companies. But the most important part of that experience was the work with U.S.

Treasury with Hank Paulson and Chairman Bernanke. Out of that, I was asked to become CFO of Morgan Stanley. And when I moved into that role, notwithstanding the fact that I had been at Morgan Stanley for several decades, I'd been on the investment banking side, the advisory side. I really didn't know the sales and trading side at the level of depth that I knew I would at a certain point in time.

Treasury with Hank Paulson and Chairman Bernanke. Out of that, I was asked to become CFO of Morgan Stanley. And when I moved into that role, notwithstanding the fact that I had been at Morgan Stanley for several decades, I'd been on the investment banking side, the advisory side. I really didn't know the sales and trading side at the level of depth that I knew I would at a certain point in time.

Treasury with Hank Paulson and Chairman Bernanke. Out of that, I was asked to become CFO of Morgan Stanley. And when I moved into that role, notwithstanding the fact that I had been at Morgan Stanley for several decades, I'd been on the investment banking side, the advisory side. I really didn't know the sales and trading side at the level of depth that I knew I would at a certain point in time.

And so my first series of meetings with investors, I actually anchored more on what's the regulatory environment coming out of this financial crisis. Because I knew I had a differentiated set of insights there that would be valuable, that would help contextualize the types of investments that we were making at Morgan Stanley to fortify ourselves.

And so my first series of meetings with investors, I actually anchored more on what's the regulatory environment coming out of this financial crisis. Because I knew I had a differentiated set of insights there that would be valuable, that would help contextualize the types of investments that we were making at Morgan Stanley to fortify ourselves.

And so my first series of meetings with investors, I actually anchored more on what's the regulatory environment coming out of this financial crisis. Because I knew I had a differentiated set of insights there that would be valuable, that would help contextualize the types of investments that we were making at Morgan Stanley to fortify ourselves.

And it really established, I think, a credibility because I was anchoring on things that I knew well. maybe even in a differentiated sense, as distinct from trying to pretend I knew everything about the business at one time. Another example is when I was asked to run the financial institutions group at Morgan Stanley. And this actually brings together your first question and this most recent one.

And it really established, I think, a credibility because I was anchoring on things that I knew well. maybe even in a differentiated sense, as distinct from trying to pretend I knew everything about the business at one time. Another example is when I was asked to run the financial institutions group at Morgan Stanley. And this actually brings together your first question and this most recent one.