What if failure wasn’t something to avoid but a powerful tool for building stronger systems, teams, and careers? That’s the mindset that has fueled Molly Struve’s journey to becoming a Staff Site Reliability Engineer at Netflix. She joins us on this episode of Keep Moving Forward to discuss engineering leadership, resilience, and the power of learning from failure.
Molly’s career journey is anything but conventional. She started in aerospace engineering—drawn to it by the thrill of building rockets—only to pivot into options trading and eventually find her calling in software engineering. But through every shift, one thing remained constant: her drive to solve complex problems and make an impact.
That mindset has served her well at Netflix, where she plays a pivotal role in fostering a reliability-first culture. In this episode, she breaks down how organizations can create environments where failure isn’t feared but leveraged for improvement, how trust and emotional intelligence shape leadership, and why career coaching and mentorship can unlock untapped potential in engineers.
Whether you're an engineer, leader, or someone navigating career transitions, this conversation is packed with insights on building resilient systems and teams that thrive.
One of the biggest shifts Molly has seen in her career is how companies treat failure. In high-stakes environments like Netflix, failure isn’t just inevitable—it’s essential to improvement.
“Failure is part of running highly complex technical systems,” she says. “We're not going to ever get away from it. So I think the more we can embrace that, the better off and the more robust our systems are going to be at the end—and a better culture and space we're going to make it for folks to work within the industry.”
She explains that engineers often instinctively try to hide their mistakes, fearing blame or reputational damage. But that mindset stifles growth. Instead, Molly believes the best organizations actively learn from failure.
One major initiative she led at Netflix involved shifting from a centralized incident management system—where a single team was responsible for documenting and handling failures—to a democratized model, where engineers who owned the systems also owned their failures. “We went from an ecosystem where we had 20 or 30 incidents that were reported a month … and now we have upwards of hundreds—thousands,” she says.
The increased number of incident reports has become a tremendous opportunity for learning. By making failure an accepted, even encouraged, part of the culture, Netflix has fostered an environment where engineers take greater ownership of their work and proactively improve their systems.
Molly admits that early in her career, she believed technical leadership was about logic, data, and precision. She thought if she simply presented the right data, people would make the rational choice.
But she quickly learned that influence doesn’t work that way.
“People lead with their heart. They want to join a cause that they believe in,” she says. “Sometimes that includes data, sometimes that includes a proof of concept … but most of the time people want to follow someone that they trust.”
This insight changed the way she led teams. Instead of focusing purely on technical arguments, she started investing in relationships, building credibility, and making sure people felt included in decision-making.
Take, for example, the way she approached rolling out a new incident management tool. Instead of simply selecting a tool and pushing it onto engineers, she and her team spent weeks meeting with stakeholders, gathering input, and making sure they felt heard.
The result? When the tool launched, there was zero resistance. Engineers were already bought in because they had been part of the process from the beginning, and they trusted her decisions.
Molly is a staunch advocate for career coaching, which helped her uncover the root causes of her professional challenges. For example, when she struggled with confidence in meetings, she initially tried to “power through” by forcing herself to speak up. But coaching helped her take a step back and analyze why she lacked confidence.
“In meetings where I'm not confident … I feel like I have to have the answer,” she says. “And when breaking that down, I looked at myself and thought, ‘Do I expect those around me to have the answer? No. Then why do I expect it from myself?’”
This shift allowed her to reframe how she approached leadership situations, making her more effective and authentic in high-stakes discussions.
Now, Molly is passionate about paying it forward. She encourages engineers at every level to seek mentorship and, just as importantly, offer it to others. But she emphasizes that mentorship doesn’t have to be formal. “The smallest bit of help or encouragement is going to go a lot further than you think,” she says.
She recalls a time when she gave simple positive feedback to a colleague after they ran an incident review. “I found out a month later that was a hugely impactful and pivotal moment for them.”
Take inventory of your strengths and find opportunities to lift others up. Whether through coaching, mentorship, or just being intentional about feedback, small actions can have a massive impact.
Molly Struve:
The only way to get people to look and dive deep is to really make a safe space for them to fail and then encourage learning from that failure. It's one of the best ways that we can learn about our systems is learning from how they fail. So that is one bit of advice I would give to anyone who's looking to really spin up that reliability culture. If you can make it a safe space for folks to fail, if you can really capitalize on those failures and learn from them, it's like night and day how quickly you can then improve your systems.
Caleb Brown:
Hey, everyone, and welcome to Keep Moving Forward, the podcast from X-Team for tech professionals who are passionate about growth, leadership, and innovation. I'm your host, Caleb Brown, and in each episode we'll dive into candid conversations with the tech industry's brightest minds, seasoned leaders, forward-thinking engineers, and visionary experts.
Today, I'm excited to welcome Molly Struve, staff site reliability engineer at Netflix. Molly has had an incredible career journey, transitioning from aerospace engineering to tackling the complex challenges of site reliability at one of the world's most innovative companies. In this episode, Molly shares how she builds a culture of trust and collaboration within engineering teams, her approach to learning from failure to create resilient systems, and the role of mentorship and fostering growth and emotional intelligence in tech.
Molly also provides a behind-the-scenes look at the practices Netflix uses to ensure reliability at scale, offering invaluable insights for engineers and leaders alike. Whether you're interested in scaling systems, developing team dynamics, or embracing a growth mindset in tech, this conversation is filled with practical advice and inspiration. Ready to dive in? Let's get started.
Well, Molly, thank you so much for being here.
Molly Struve:
Thank you, Caleb, for having me. I'm really excited to talk about all these things that really feed into engineering leadership, especially the soft skills. It's something I'm very passionate about and I think it's really the key to unlocking that leadership ability in a lot of people, so [I'm] excited to talk more and dive in.
Caleb Brown:
Absolutely agree. So let's go ahead with just learning a little bit about your career journey because you do have a pretty interesting background and an interesting career journey. So I was wondering if you can start us from your aerospace engineering degree all the way to your current role at Netflix?
Molly Struve:
Yeah, I would love to. One of the things I've learned throughout this journey of mine was that no matter what you're doing as you're going along, I found that it's really served me well to just do things that interest me—and that takes me to the aerospace engineering where I started. So I went into college thinking I might go into software because that's what my dad did. And I was taking a software class… It was, I'm not going to lie, a little bit boring. And the guy who lived next door was in the intro to aerospace class and he kept coming over and being like, "We get to build rockets, we get to build parachutes." And I thought, "Well, that sounds a heck of a lot more interesting than me just typing Python on a computer. So you know what? I'm going to go check out that class."
And four years later, I got an aerospace degree and loved it, absolutely loved it, totally enjoyed college. And then I ironically found my way into options trading. Again, it was an interesting opportunity, I took it, and after two years of doing that, ironically, I made my way back into software. So throughout that whole journey, each time I made a decision, I made the decision based on what did I think was interesting? And I will also say I was very lucky that I had a lot of flexibility in my life to just follow my passions. But I find that especially when you're young, don't be afraid to try new things, especially because usually when you're young, you don't have a lot of strings attached.
You can move around freely and that's the time to really explore and find out what fills your cup and then hopefully you end up in a profession that's really going to fulfill you for the rest of your life, which I feel like I have found when I finally made my way into software engineering and then eventually site reliability. So that is one thing I've learned early on was the people are so important.
Another thing that really landed with me in the startup world was that ability to have impact. And I think that's one of the great things about startups is you can go in... The first startup I was at, we had four engineers, and I came in and I was the intern. It didn't matter. I was contributing code, I was pushing code straight to production within the first couple of weeks.
And to be able to have that impact, I think, it really allows you to feel like you're contributing early on. And that's what, in my opinion, for me, just got me hooked into software engineering, seeing like, "Wow, I can literally make something, push it out, and people in the world can consume it very quickly." And once you get that loop going, then it's kind of addictive. So having that impact was really important to me early on. And even as I went into bigger companies, eventually finding myself at Netflix, I made sure along the way that I was fulfilling that need for impact, making sure that even though I'm at a big company such as Netflix, I can still have that impact. I still feel like I can work across a large range of engineers and really drive forward progress on initiatives and just, again, have that impact.
Caleb Brown:
Absolutely. That's awesome. And that's awesome that you can have that impact in a larger company and take some the pros of a startup into other environments. I wanted to jump in a little bit now that we've started talking a little bit about culture and a little bit of leadership. In your current role at Netflix, you're focused on driving reliability and availability and the culture behind that. I wonder if you could just kind of elaborate on what this entails and why it's critical to have that culture.
Molly Struve:
At Netflix, we rely on a central reliability team, which means, as an SRE, we can't do it all. We've got hundreds of services around us and we really have to influence through the culture and through ourselves those best practices so that engineers know what the right thing to do is in terms of availability and reliability.
So when you're approaching building a culture like that, I think the first thing you really want to do is lay a good foundation. What do I mean by that? I mean it's really important whether it is yourself as an individual or whether it's a team you're on, if you're on a central team, to build a rapport, to build a trust with those around you that you want to influence and drive this culture because that foundation is then going to allow you to build whatever culture you want on top of it.
So that is something I really learned a little bit later in my career. I think at the beginning of my career when I was younger, I was very black and white. I think a lot of us engineers can relate to that. We're very, "Okay, well, if I give them the data, they're going to agree with me and they're going to go and do X, Y, Z that I want them to do." And that's not quite how the world works. A lot of people really lead with their heart when they want to follow you or they lean in and go with you because of their belief system.
So that was something that was eye-opening to me as I've been working at Netflix is that it's not all about the data when it comes to things like credibility and trust. A lot of times it's about trust, about trusting that person has your best interests in mind. So that's why I think laying that foundation of trust is really where it all starts.
Caleb Brown:
Absolutely. And can you maybe share an example of a successful cultural change that you've implemented and the impact that it had?
Molly Struve:
Yeah. Last year, about actually a year and a half ago now, at this point, we decided to democratize incident management at Netflix. So instead of just having one team focusing on creating all incidents, we realized there was a benefit from getting all teams involved. And this was going to be a pretty drastic change. All of a sudden we were going to ask service owners to manage their own incidents, to document them. So one of the things I did with the support of the team around me was—before we did anything, before we went out and looked at different tools and options—was we went around and we talked to as many stakeholders as we could.
Everyone, from the data people to the content people, anyone that was either going to be managing incidents, that were interested in these incidents, we sat down and we talked to them. And during those conversations, we really [sought] to understand what they would need in a solution because we have our preconceived ideas of what we want this incident management tool to do. But a lot of times the stakeholders, the people who want to use it, the service owners, they have different concerns, they have different worries. And what I found through those conversations was that really hearing those folks out right off the bat, then they almost were just bought in to exploring this new path with us. And I also think it made them feel as if they were included in the journey.
It wasn't this central team bringing in this tool and then shoving it onto service owners to use. Instead, we were like, "Hey, we want to do this. We want to bring you along in this journey. So we want to know—before we even go out and start looking at tools—what do you want out of these tools?" So I think they felt very bought in from the beginning and that just made the whole process... Once we picked a tool, we kind of knew what we were looking for, and when the tool landed, everyone was super excited. It was like this non-issue: you're waiting for this wall to go up or someone to object and it never happened. And I really credit that to the fact that we brought in those stakeholders so early and we ensured that they felt heard.
Caleb Brown:
Yeah, totally. It sounds like building a product, right? It sounds like you're listening to your customers and stakeholders and building something that actually works for folks. That's awesome. I was interested how emotional intelligence plays a role in your leadership style and even your approach to problem-solving.
Molly Struve:
Yeah, I think that goes back to something I mentioned earlier, and that is I've realized recently in the past few years that my emotional intelligence is probably what's going to help me move the needle on initiatives more than, say, my technical knowledge. And that goes back to, again, that trust-building. People lead with their heart. They want to join a cause that they believe in. Sometimes that includes data, sometimes that includes a proof of concept—you actually got to show it works—but most of the time people want to follow someone that they trust and connect to. So that has really been a big shift for me.
And when it comes to problem solving—and it goes back to my earlier example: engaging stakeholders early. Getting curious. I think it's very easy when you're solving a problem to have a very narrow lens when you're solving it. You have your understanding of the world and you're going to try to solve the problem in that understanding, and you can solve it so much more effectively if you step outside of that understanding and you get curious, you talk to different people, you get input early.
And I think that's the biggest thing that has changed for me in terms of solving problems is I take a much more collaborative approach. I'm not just solving them on my own anymore; I am including other folks early and often in that process. And what I've seen is that you end up with more robust solutions that folks want to engage in.
Caleb Brown:
Absolutely. So speaking of involving other folks, the next question I had for you was how do you foster that emotional intelligence within teams, and especially teams that prioritize technical skills?
Molly Struve:
I think one of the best ways to do it is by setting a good example, and that falls on the technical leaders in the team as well as the managers and on up the chain. Being vulnerable, going and having those conversations with folks about growth areas outside of technical growth. I think that's one of the best ways to really set that example, especially early on, especially when you're an early career engineer and your only focus is, "I got to get better at coding." It can be really important for those around you on your team, your manager, to step back and say, "Hey, let's talk about communication skills. Let's talk about the other skills that are going to help really round you out as an engineer."
Caleb Brown:
Absolutely. Great segue, actually, to talking a little bit about career development and mentorship. And I know that you mentioned the impact of career coaching on your professional growth, and I wondered if you could just elaborate a little bit about that and how that has benefited you.
Molly Struve:
I would love to. This is something I will say I've only recently discovered in the past year, and I think it's the secret that everyone needs to know about because I cannot say enough good things about career coaching. For myself, it has really allowed me to understand why I have certain tendencies, why I might show up in un-ideal ways in certain situations. So when I understand why I might not show up… For example, let's say I'm not confident in a meeting and I want to show up more confidently.
If I understand why I'm not showing up confident in that meeting, then instead of just brute forcing, as I would say, giving myself a raw chance before—instead of that brute force approach, I can break down why I'm not confident and address it more effectively. In some cases it might be, "Maybe I don't feel a connection to anyone in the audience. Maybe I need to invest some time getting to know the folks that are in that meeting. And then there's no need for a rah-rah because I'll just feel comfortable with them to begin with."
I think another pressure I felt in meetings where I'm not confident is I feel like I have to have the answer. And when breaking that down, I looked at myself and thought, "Do I expect those around me to have the answer? No. Then why do I expect it from myself?"
So having those little introspective moments, breaking down those habits, has allowed me to more effectively grow and really just unlocked a lot of understanding I have about my own personal tendencies and it's been really, what's the word I'm looking for? It's been really an enlightening process. And I would highly recommend anyone, even if you're just a little bit curious, to try out career coaching. Give it a go and you might unlock something that's pretty incredible.
Caleb Brown:
Yeah, that's awesome. So staying on that topic, how do you approach mentoring in developing engineers that are on your team?
Molly Struve:
With this career coach, I feel so blessed in my ability to have mentors and grow that I always am looking for opportunities to pay it forward. One of the things I think is important is, as a leader, take inventory of your strengths and look for opportunities to share those strengths and lift those up around you. There are probably a lot more opportunities than you realize. And I will also say that the smallest bit of help or encouragement is going to go a lot further than you think.
I'll never forget sharing a little bit of advice or even literally just giving feedback to someone. They ran an incident review and I said, "Hey, you did a really great job for X, Y, Z reasons." And I found out a month later that was a hugely impactful and pivotal moment for them.
So some people think, "Oh, if I need to mentor, it needs to be 30 minutes every couple of weeks or an hour a month." It doesn't need to be formal. All those little opportunities, those are going to be the ones that you're going to just change little parts of people's lives and it's going to be for the better. So I encourage formal mentoring, obviously, but also I think you can have a ton of impact informally.
Caleb Brown:
Yeah, absolutely. And do you have any advice for anyone at any level that's interested and maybe being influenced for the first time by hearing this about a career coach? Is it something you should look for internally, someone you already know? Are you a fan of going out and looking for an outside expert? I'm just curious your tips because it seems like you found a good spot.
Molly Struve:
Yeah, so I got lucky. Netflix has a benefit for mental health.
Caleb Brown:
Oh, that's cool.
Molly Struve:
And they use a platform called Lyra, L-Y-R-A. I would encourage folks, especially if you work at a larger company, look into what your mental health benefits might be. Again, this is something I didn't know we had until I felt like I wanted to talk to somebody and I started searching in our Netflix Slack and I was like, "Oh, we have this benefit. Let me check out this benefit." I think a lot of larger companies these days are really recognizing the benefits of supporting employees in their mental health. So you might be surprised at what your company offers. Lyra, great platform, and I'm sure there's many others out there, but look at maybe what your company has to offer and go from there.
Caleb Brown:
Excellent. Yeah, that's great advice. Thank you. I'm glad that you were able to share an app or platform that folks can go explore. I'm curious, getting a little bit more back into the technical, kind of… I was interested if you could explain the concept of reliability and why it's essential for companies like Netflix.
Molly Struve:
Whenever I describe site reliability engineering, or just reliability engineering in general, I always think of it as a mindset. Yes, you need observability tools to do it, you're going to want resiliency tools, but I think when it comes down to it, you don't need all that fancy stuff.
In the end, it's how you're approaching developing your code. Are you making it scalable? Are you making it easy for folks to understand and work with in the future? Are you ensuring that you understand how it's going to operate in production? When it does fail, are you taking the time to really learn from those failures?
So I think those are things that if you keep them top of mind as you are developing software, you're going to set yourself up for reliability and availability success. So you don't need a lot of the fancy-schmancy site reliability stuff. I think it really just comes down to leaning into some of those really good basics. Some folks call them operational excellence, some folks might refer to it as tech health, but I think if you have a really solid foundation with those and you stay on top of things like your operations, alerting, observability, then you're going to set yourself up for success in terms of being able to run a service or application that is going to be reliable and available.
Caleb Brown:
Yeah. And it sounds like it might be—correct me if I'm wrong—but it might be something that some folks have different views on. I'm curious if you ran into some challenges or maybe common challenges you've seen multiple times that you've come across when trying to improve system reliability across a full organization.
Molly Struve:
I think one of the biggest things that I have seen is folks' hesitation to lean in and understand failure. A lot of times as engineers, you're building something—your goal is not to fail. Your goal is to build something that's robust, it's going to go out there. So a lot of times I see when something fails, when something breaks in production, a lot of folks just want to hurry up, fix it, and move on. And then they think, "Oh man, I pushed out bad code. It was my mistake. Oh, I just want this to go away. I'm going to push out good code and I'm just going to put my head down and hope not a lot of people notice." And that is very counterproductive because what a lot of folks don't realize is, okay, maybe someone pushed a bug. It happens.
First of all, if you're in this industry, it's not a question of if, it's a question of when, if you're in this industry long enough. So let's set that baseline, we're all going to fail, we're all going to push a bug to production, we're going to take production down.
But I think what's really important for folks to understand is what leads to that bug getting into production, it's not just one engineer possibly pushing, it's, "Well, why didn't our test catch it?" Maybe we didn't have alerting. Maybe a customer brought it to us.
There's a whole complex sociotechnical and technical system that contributes to an incident happening. And if folks take a pause and they take time to look at that whole system, the bug itself, fixing the bug, that is super minor. But if you can look outside that bug and think, "Okay, how do I now make this whole system more resilient?" That's going to then prevent 10 more incidents in the future. That's going to make sure that maybe the next time a bug is pushed, it doesn't even hit production.
The only way to get people to look and dive deep is to really make a safe space for them to fail and then encourage learning from that failure. It's one of the best ways that we can learn about our systems is learning from how they fail. So that is one bit of advice I would give to anyone who's looking to really spin up that reliability culture. If you can make it a safe space for folks to fail, if you can really capitalize on those failures and learn from them, it's like night and day how quickly you can then improve your systems.
Caleb Brown:
I absolutely agree. I wanted to continue on talking about scaling engineering teams and I wanted to talk about, based on your experience leading engineering teams of various sizes, what are some of the key challenges in scaling those teams effectively? And I imagine it is different for a smaller team versus a larger one.
Molly Struve:
Yeah. I think one, it starts off with just that buy-in, laying that foundation and getting folks to agree with your vision of the team. Again, bring all those folks along with the vision of where you want the culture to go. I think another, depending on the size of your team, are you running multiple teams? It can be really beneficial to also engage in champions.
Get champions that are really bought into your vision to whatever you're working on, and use them to then help disperse that message and get other folks on board and teach other folks about the different ways that you want to do things. So I think it's that two-prong approach of, as much as you can, including folks in whatever journey you want to take. And then also—depending how many folks you've got; sometimes you can't include all of them, if you've got 50 engineers or something—then get those champions to go out there and champion your message for you and help bring back the bits of feedback that you might need in order to course correct or adjust.
Caleb Brown:
My next question there was if you could share an example of a time when strong soft skills really significantly impacted the success of a technical product, or project rather. I was wondering if you did have any from your experience.
Molly Struve:
Yeah. So one, the ability to communicate to folks what your product does, how it works… Especially when you're working in a distributed system and you have a lot of services, they're all relying on each other, you've got upstreams, you've got downstreams. If you can effectively communicate how your service works within that system, that's going to allow the teams around you to more effectively work with you and your service.
I think another item that I have found really effective, no matter what you're doing, is the ability to communicate through writing. Netflix has a really big memo culture. When we're doing proposals, when we have ideas, a lot of times we write memos. And if you can communicate an idea through a memo, that allows your reach to just grow exponentially. You no longer have to worry about being in the right meeting or talking to someone. You've got a link, you've got your idea, and you can then spread that to tons of folks for input and feedback. So I think written communication is really important. How do you get that idea across succinctly and quickly? Because no one has time to read 10 pages of memos these days. You have a very small window to capture someone's attention.
And I have learned quite a lot from product folks and even marketing folks that I can tie in then to get ideas that I have out there and help them stick with people. So I think that is super critical. Written communication I think is one of those underutilized skills that can be more impactful than you recognize.
Caleb Brown:
Yeah, I 100% agree. And again, something I had to learn being fully remote and our entire organization being on Slack—and Slack way more so than even email—but so much of communication I do is written, whereas in former jobs it wasn't and it was a little bit of an adjustment, but it can be very powerful.
The last time we spoke, you mentioned introducing management tooling at Netflix, and I was curious to hear a little bit more about how that has improved your team's ability to handle and learn from these incidents.
Molly Struve:
The introduction of incident management, which, as I mentioned, we democratize incident management, so it's no longer a central team just creating incidents; it is now hundreds of teams. We went from this ecosystem where we had 20 or 30 incidents that were reported a month, because let's be honest, when we have a big system like Netflix, you're having more than 20 incidents. And now we have upwards of hundreds—thousands—that are being reported, and it's all of varying levels from outages that maybe impact customers to even the small ones.
And we have just seen such a growth of engagement with service owners getting excited to use this tool. And that was one of the things that made us use this tool—it's called incident.io—is that it is so user-friendly and it just takes you on that incident journey. It's lovely.
Some feedback we've gotten is that it's kind of fun to use. So all of a sudden you see service owners want to engage with this tool. And then the snowball effect is now they're digging into their incidents, they're learning from them. Their leaders are seeing this happen, and they're like, "Hey, how do we support you? How can we give you the bandwidth to then go and fix these things?" So just the general sentiment of, we now have service owners, engineers that are learning about their services and we're raising the awareness of how much we can all benefit from learning from these failures. So it's been pretty incredible to watch that process unfold.
Caleb Brown:
Totally. Very cool. That makes a lot of sense. Very cool. And then the last one that I'll close it out for, you're a very aware, very insightful person, and I'm curious if there's one thing you can change about the tech industry or its culture, what would that be and why?
Molly Struve:
I think it would be continuing to make it a safe space for folks to fail. I still see and know of companies that have more toxic cultures where if you fail, you're fired. And I think even if you're not at that company, it still perpetuates a little bit of a fear like, "Wow." That the person made a mistake and they were reprimanded for it. So that's the biggest thing is continuing to push on that. Failure is part of running highly complex technical systems. We're not going to ever get away from it. So I think the more we can embrace that, the better off and the more robust our systems are going to be at the end—and a better culture and space we're going to make it for folks to work within the industry.
Caleb Brown:
Absolutely. I couldn't agree more, and I think a great point to end on. Molly, thank you so much for joining us today.
Molly Struve:
Thanks, Caleb, for having me.
Caleb Brown:
Absolutely. Of course.
What an insightful conversation with Molly about navigating the complex world of site reliability and fostering resilience at scale. Molly's thoughtful approach to balancing technical challenges with team empowerment stood out as the key takeaway. Her emphasis on fostering collaboration and a culture of experimentation reminds us that reliability isn't just about the systems: it's about the people who build and maintain them. Her stories about managing global infrastructure at Netflix and her reflections on the importance of resilience and adaptability were both inspiring and practical.
Molly's journey highlights how a thoughtful human-centered approach to engineering can lead to innovation and sustained success. Thank you, Molly, for sharing your experiences and invaluable insights into reliability, collaboration, and leadership. And thank you to our listeners for being part of this conversation. It's stories like this that remind us why we keep moving forward.
Join us next time for more insightful conversations with tech leaders who inspire us to grow, lead, and innovate. Find us on Apple Podcasts, Spotify, or YouTube Music. And don't forget to share this episode if it resonated with you. Until next time!