14 years ago when I joined Google my decision really just came down to the company values. They weren’t just words on a page for me, they felt like a direct reflection of my own principles and it seemed like a strong fit. I had been working at the intersection of technology and marketing, and Google felt like a natural extension of that world. I genuinely loved the products and still do. I used Google Search all the time, and now I’m also using Gemini more and more.

What I didn’t realise was how much opportunity there would be to move and grow inside the company. Being able to change roles and take on new challenges helped me figure out what I enjoy and where I do my best work.

Discovering where I do my best work

I began in new business sales for advertising, bringing in large advertisers who hadn’t yet partnered with Google. Within about 18 months, I stepped into people leadership. Around that time, I also went through Google’s Manager Development program, which helped me step back and think more intentionally about how I support and lead teams. That was the first big shift for me.

Later, I moved into large customer sales, where the work became more strategic and relationship-driven. From there, I did what we call a “bungee”, a temporary rotation into another part of the business, and spent nine months in Strategy and Operations. That was a really interesting time to get a different perspective in terms of how decisions are made and how we do business  planning. It gave me deep insight  into the search business and helped me understand the mechanics behind the outcomes we were driving.

Moving into Google Cloud was an intentional decision. I came on board when the business in Australia was just starting to take off, and immediately I could feel the difference. It was more technical, the problems were more complex, and the rate of change was rapid. I’ve spent the last five years in this high-growth and fast-paced environment, which I’ve really loved.

Cloud, AI, and making an impact together

Over the last two years, AI has moved from experimentation to application for many of our customers. Being able to see the impact it can have on how we work and how our customers work, and the way it democratises tools that allow people to do things differently and better, has been significant.

At the same time, I don’t think we’ve seen a tenth of the potential of AI to reimagine the way we work. When I’m talking to customers, the conversation has shifted. Early on, it was more about governance and risk and how they would take these tools into their organisation. Now, the biggest challenge is adoption and change management. How do we quickly embed these tools to derive the most  value? The technology is moving at a rapid pace and customers are constantly finding new use cases.

Where we see real success is with customers who are on the journey with us and see the vision of the potential. Our focus on data and AI moves beyond technology, to business and board-level discussions. Customers want to know that Google will support them and be there for the long term.

“We have the most collective success where we show up as a true partner.”

Our work in Cloud also requires close collaboration with specialists, customer engineers, and product teams across Google to bring the best of the organisation to our customers.

Thriving in ambiguity

Operating in Google Cloud means getting comfortable with ambiguity. Priorities evolve, products change, and customer needs shift quickly. The people who are most successful are people who take ownership and accountability for getting things done.

My leadership approach has evolved alongside that environment. Earlier in my career, I was more focused on outputs. Over time, the biggest shift has been taking a more individualised approach. People are motivated by different things, and understanding that has been fundamental to building strong teams.

My primary role is to support my team, removing obstacles and providing the guidance necessary for them to consistently deliver exceptional results for our customers. Having the trust of my team and being clear on expectations is critical. I don’t ask anyone to do something I wouldn’t do myself.

“As a leader, ensuring my team feels supported is a fundamental aspect of my role.”

How we operate internally isn’t that different from how we show up for customers. Clear expectations, accountability, and partnership matter just as much inside the team as they do in the field.

Build from Sydney with us

What I value most about Google is the culture. There’s collaboration across teams, a willingness to solve difficult problems, and openness around career conversations.

What excites me most is what’s ahead. We’re reimagining how people work, and being part of helping customers navigate that change from Australia is meaningful.