As I’ve moved through the ranks as a Program Manager at Microsoft, I’ve failed a lot. I’ve fallen short on getting internal initiatives off the ground. I’ve worked on projects that ultimately didn’t ship. I’ve made the wrong call about whether a feature was production-ready. But every time I’ve come up short, I’ve learned and grown. I’m extremely proud of the fact that I’ve built a reputation for shipping great, customer-focused features and for being a trusted leader and collaborator in the Microsoft Office organization.Throughout my career, the days I’m the most excited about are the ones where I get to sit down with a group of smart people and brainstorm inventive solutions to tricky customer problems. While doing this at Microsoft, I’ve worked on a variety of projects that have taught me about many critical aspects of building modern software. I’ve learned about how to emphasize coherence and platform appropriateness for features that span web, desktop, and mobile endpoints. I’ve become educated on what it takes to build web-focused products and how to think about a large-scale SaaS. I’ve built experience in cross-team project management, which requires a different type of outside-the-box thinking.While honing these technical skills, I’ve also developed a unique leadership style. I emphasize empathy and understanding, aiming for consensus but being able to make well-reasoned, respected decisions. I work openly, communicate frequently, and interact with a high degree of integrity and a low degree of self-importance. I’m biased for action and am excited about trying new things, even if they might fail. While I often hear positive things about my technical accomplishments, I’m proudest of peer feedback that focuses on my approach, like “how sincerely and inclusively you welcome diverse perspectives” and my, “approachability and lack-of-ego.”