00:05Sarah, welcome back to the GSB.
00:07>> It's always so fun to be at
00:08the GSB, although this is a much
00:10fancier GSB than the one I went to.
00:12I almost went down the street,
00:14[LAUGH] But you moved the birds.
00:16So now I'm totally confused.
00:18[LAUGH] >> We are so excited to
00:19have you as our first speaker,
00:21not only as a GSB alum, but
00:23you have literally done it all.
00:25I think you have a story that can
00:26speak to each and every
00:28single person in this audience.
00:30And just to paint a very
00:31small picture of what that looks
00:34like we have a short graphic.
00:39>> So born and raised in
00:40Northern Ireland, you've had crew
00:43at Oxford, you took on Wall Street
00:45as the girl facing the bowl.
00:46You've worked alongside
00:48Jack Dorsey, you've launched two
00:50IPOs, you've met the Queen.
00:56>> And now, you're here with me.
00:57>> [LAUGH] It's just
00:59been a constant rise.
01:01[LAUGH] >> [APPLAUSE] >> And so
01:07I'm hoping your luck of the Irish
01:09rubs off on me in this brief
01:11time that I have with you on stage.
01:13But if we take a look back at where
01:15it all started it seems like luck
01:17really had nothing to do with it.
01:18And so can you tell us what it was
01:20like growing up in Northern Ireland
01:21and how that shaped your
01:22perspective and life trajectory.
01:24>> Sure I would never say luck
01:26doesn't have a plan it absolutely
01:28does but it's definitely luck is
01:30whatever the preparation meets
01:32opportunity, but you gotta grab it.
01:35I grew up in Northern Ireland,
01:36I realized today I have
01:37a very bad American accent.
01:39But if we were to go and
01:40have probably an LPF or something,
01:42you'd start to hear the
01:44Northern Irish accent coming out.
01:46But yeah, I grew up during
01:48it was not a pretty time.
01:50I grew up on the border
01:51just outside Derry, my local times
01:54called Shaban, still is go look it
01:57up in Wikipedia or whatever.
01:59Had the dubious honor of being
02:01the most bombed time of its size
02:03for I think three decades, and that
02:06includes during the Bosnian-Serbian
02:09So we still won on that front, but
02:13it was an amazing place for
02:16And we'll arc back to it I'm sure
02:18when we come to next door.
02:20But I feel like I got to see next
02:21door in real life before there was
02:23a thing of virtual next door
02:25because my mom was the local nurse,
02:27my dad was the local personnel
02:28manager of the local mill
02:30the whole village existed.
02:31Because of this mill was founded by
02:34And there was rarely a night where
02:36someone did knock on our door for
02:38whether they had a medical problem,
02:40my mom was actually the midwife.
02:42So if you were giving birth and
02:44most births happened at home,
02:46even at that stage, my mom would
02:47be there to catch the baby.
02:49Usually pushing the doctor out of
02:51the way, she thought they were
02:52useless, which always makes
02:54me laugh because my brother's not
02:55a doctor, so she likes to remind
02:57him it's not that useful.
02:59My dad would be there if
03:01if you needed help with money.
03:03And there can be all sorts of
03:06social things going on.
03:07And they were always there.
03:09And I think that was just a great
03:11grounding for me on what it meant
03:13to invest back in your community.
03:16what that does for you,
03:18my parents are now in their 80s.
03:20They still live in that same house,
03:22and they're still a formidable part
03:25>> And now, all those experiences
03:27growing up and finding strength
03:29in community eventually led you
03:31to the GSB where there's an equally
03:34What were some of the key
03:35opportunities that you took
03:36advantage of during your time here
03:38and lessons that you took away that
03:40you continue to apply today?
03:41Probably the biggest reason I ended
03:43up here was a willingness to take
03:46a lot of risk for better or worse.
03:48Even as a kid growing I was 20 I
03:49had a doctor's appointment this
03:51week and the doctors asked me you
03:53I was like not a lot she's like
03:54ever broken anything I was like.
03:57let's talk about that.
03:58And when I started kind of spewing
04:00them all off he's like
04:01And I was like I don't know
04:02I just I was a risk taker,
04:04I was a tomboy growing up.
04:05And I kind of kept going through
04:07career, when I was at Oxford have
04:10my undergrad, someone offered me
04:13the opportunity to go off to Ghana.
04:16Actually, my degree is called
04:18metallurgy, economics
04:19management but material science.
04:21And my tutor at Oxford was figuring
04:23out how to release gold out
04:24of sulfide ores, and
04:25it was moving from a lab process to
04:27an industrial process called biox.
04:30would you like to go over there and
04:32actually see it in action, and
04:34I was like, count me in.
04:35I had no idea what I was signing up
04:38for, getting to no idea what
04:40a mine is like in a place
04:42like Ghana at that time.
04:44And really kind of showing up and
04:45finding both some amazing things
04:48But also really recognizing a place
04:50I didn't feel particularly welcome.
04:53There were almost no women on that
04:57So that was a really good moment of
04:58like, I took a risk, part of it
05:00played out, but not all of it.
05:01So I kind of came home a little
05:03bit tail between my legs actually,
05:05frankly, from that experience.
05:07I zagged the other way,
05:08joined Mckinsey, very different but
05:10because I'd been on that mine,
05:12they sent me to South Africa.
05:14And that was another
05:15moment of taking a risk.
05:16So I went to South Africa in 1996,
05:19right after apartheid had ended.
05:21It wasn't particularly safe.
05:23So another kind of a little bit
05:25of taking life risks,
05:27[LAUGH] as well as career risks.
05:29But it was such an amazing time to
05:32go see a country being born, the
05:34rainbow nation Mandela had risen.
05:37And the country that at the time it
05:39makes me sad a little to see
05:40South Africa of today, but
05:42that really wanted to kind
05:43of bring about this whole new
05:45world where the rainbow nation,
05:47everyone kind of joined hands.
05:50Because I went to McKinsey, this is
05:52the moment where I get to the GSB.
05:54I'd never heard of an MBA frankly,
05:56I had no idea what this thing was
05:58but I was like two years you can
06:00pay for me to go somewhere for
06:02two years and I can pick where.
06:04And I'm like complete naivety and
06:06it could have been seemed like
06:08hubris I really only applied
06:10to two schools, and I was so
06:12incredibly blessed that I picked to
06:16And frankly, again, it was a little
06:18bit of a risk like, I didn't really
06:19know anything about California.
06:21I'd never seen the school till
06:23the day I showed up to move in and
06:25drove down Palm Drive, right?
06:27How many people have done that for
06:30you're literally like I'm in
06:31a dream this can't be real.
06:33In fact when I lived in Schwab and
06:35I'd open up my blinds every
06:37the sky was always blue remember I
06:39grew up in Northern Ireland, this
06:41is a big difference I literally
06:42called it The Truman Show.
06:44If you've ever seen that movie,
06:45I'm like, I feel like I'm inside
06:46the bubble and everyone's cheering,
06:48good morning, Sarah.
06:50[LAUGH] Professor Salona I'd
06:52love to talk about strategy today.
06:55it was an amazing outcome.
06:59like the arc is take risks.
07:01You think that you have to
07:03keep doing these things to build
07:05expertise and but, somehow if you
07:08zag it's going to be all these
07:10risks you're going to take it, so
07:12it's absolutely all in your head.
07:15And I think my big learning and
07:17getting to Stanford and
07:18even subsequent it is really good
07:20to take some zigzag risks, and
07:22to lean in to just these moments.
07:25It was a cocktail party that
07:26took me to South Africa
07:27was a conversation with a partner
07:30he was like you worked on a mine.
07:33it was very much community and
07:35social interactions that layered on
07:37top of a career path.
07:39>> So not only have you talked
07:40the talk, but you have walked
07:42the walk with taking a phenomenal
07:43risks, particularly around
07:45your career at square.
07:46So prior to square you were working
07:48at Goldman, you'd been there for
07:49over 10 years you would reach
07:51the level of managing director.
07:53Had a very successful tenure and
07:55then decided to take the huge risk
07:57to join this small relatively
07:58uncertain company called Square.
08:01Can you tell us what motivated that
08:03decision, and what was going
08:04through your head at the time?
08:05>> Yeah, so I definitely had
08:07a moment actually at Goldman during
08:09the great financial crisis.
08:11So 0809 where I really felt I lost
08:15that moment of like purpose and
08:17my parents, as you can hear,
08:20kind of a very big on reason to be
08:24Today I think a lot about this
08:26if you know a Japanese framework.
08:28So it's what the world needs,
08:30what you're good at,
08:31what you're passionate about.
08:33And then importantly,
08:34what you can get paid for, right,
08:38it's a hobby, this makes it a job.
08:40When I looked at that moment when
08:44Goldman was on the front page of
08:49I think it was as the vampire
08:51in a Rolling Stone Magazine
08:53as the vampire squid or
08:54the vampire of vampire squid.
08:56It was a hard moment,
08:57my parents were calling me and kind
09:00of checking in like Is everything
09:02okay and who do you work for?
09:04And there's [LAUGH] a lot of fear
09:06and I'm very proud of my work
09:09I'm proud of the firm and
09:11what we did, but it made me realize
09:13that for me personally, purpose was
09:15in some ways everything.
09:17Now it's still took me,
09:18[LAUGH] three years to extract
09:20myself because I had a lot of fear
09:24First of all, [LAUGH] the world
09:25that almost ended from an economic
09:27standpoint, so you did not take
09:29having a job lightly at all.
09:31Number two, I had two very young
09:33kids at the time and
09:34my job kind of worked for me.
09:37So it was hard as a working mom to
09:38say, I'm going to throw all those
09:40balls up in the air and
09:41we'll just see how they land on
09:44And I'm going to go into corporate,
09:45is kind of how people talk about
09:47it, but in the end, it was a push
09:49from a couple of mentors.
09:50I actually did a small hop to
09:53So I give Mark Benioff
09:54a lot of credit for kind of pulling
09:56me out of Goldman and saying, you
09:58really would be a better operator.
10:00It was also moments of learning
10:03These talks, I've been to many of
10:05them where I've listened to just
10:07So I'm going to start you low and
10:09your view from the top's going to
10:11crescendo from here.
10:12But I think of them as,
10:14it's almost like you're creating
10:16your own patchwork quilt.
10:18You're going to get pieces of
10:19advice and information, something
10:22that might inspire you, something
10:24that feels really apropos, but
10:26then you are going to create
10:27the quilt that works for you.
10:30And so in a moment of a being at
10:32Goldman coming home one night, and
10:34my at the time I associated gotten
10:36promoted to VP, and it taken us
10:38a couple of years to get her there
10:40was a lot of fighting for her.
10:42It was a lot of learning about me
10:44personally about what it
10:45means to be an advocate for
10:46someone, not just a mentor.
10:48So you're really standing up for
10:50them in that meeting, but
10:51she made it over that finish line.
10:54I keep pointing down here because
10:55my husband's just sitting here.
10:57But it was cracked open a bottle
10:59of wine a bottle of champagne
11:01tonight and David said
11:03something along the lines of.
11:05I've just never seen you this
11:07excited about a stock pick, and
11:09it kind of just annoyed
11:13a long time, I was like maybe I'm
11:15actually doing the wrong thing.
11:17And then it was a moment of
11:18failure, frankly, that made me
11:20finally make the decision.
11:22So I was in the run to partner I
11:24really thought it was my year,
11:27I was super excited, I felt like
11:29I had checked all the boxes.
11:31I know most of you in this audience
11:33are complete overachievers, right?
11:35So we all have boxes, we're like,
11:37I got an A, got an A plus,
11:39always done the right thing.
11:40And in that moment when I got the
11:42call, it was an early morning call
11:44that said this is not your year.
11:46And in fact partner years are every
11:49this is not your two years.
11:51[LAUGH] through the full ranges of
11:54grief just in that morning I called
11:56my husband he said I'll walk over.
11:59He said don't cry, don't cry in
12:01the office, I'm okay, it's okay to
12:03cry in the office these days,
12:04it was not okay at that point.
12:06I walked downstairs, I'm Irish, so
12:09the whole way around the building.
12:11We have a very big lexicon of swear
12:14words when you're Northern Irish.
12:17And once I'd walked the building
12:20kind of recomposed myself.
12:22He said, if my husband's sounding
12:24like he should be up here, because
12:25I'm about to give him credit for
12:27a second moment of like insight.
12:29And I'll pull it to something
12:30that's important for all of you.
12:31He said, they've kind of
12:33I was what are you talking about?
12:35They have devastated me.
12:36And he's like they've set you free,
12:39if you want to stay and
12:40push to be a partner, full support,
12:42but they've also allowed you in
12:44this moment to really look around.
12:47And that's where that moment
12:48of recognizing some of the things
12:50I was way more passionate about.
12:51I kind of lost my sense of purpose.
12:53I knew I loved developing and
12:55working with people, which being
12:57a research analyst that wasn't
12:59perfect for that because you are
13:00inherently working in small team.
13:02You don't have a lot of force
13:04multiplication out to other people.
13:06And then the third piece of
13:08suddenly being somewhat free,
13:10it all worked in that moment.
13:12And so as you think you're
13:14going to move through your career,
13:16you're going to end up in places,
13:18you're going to have kind of built
13:21But I would kind of push all of you
13:23to say, when you want to go to
13:25the next place, sometimes you have
13:27to tick down to go to the next.
13:28because in the end you
13:29want to build to a global maxima,
13:31where you can have maximum impact
13:33based on what you're passionate
13:35about, what you're good at.
13:37What you can get paid for
13:38when all of those circles align,
13:41It's an amazing moment, and
13:43also having a great mentor.
13:45Someone who will just really Tris
13:47talk to you is an incredibly
13:49important piece of the puzzle
13:52>> That's amazing, and I really
13:53love the metaphor that you use
13:54about patching together that quilt.
13:56And I'm sure that must have gotten
13:58you also in your decision to
14:00ultimately leave square after,
14:02again, seeing it through its IPO
14:04reaching a $30 billion market cap.
14:06It's very obvious in your story
14:08that this idea of connection is
14:10hugely important to you.
14:11And in speaking with people that
14:13have worked directly for you.
14:14The overwhelming feedback that
14:16I've heard is that you touch every
14:17person's life that you meet and
14:18make them feel like they're the
14:20most important person in the room.
14:22>> That's a direct quote.
14:25In terms of your ability to be such
14:27a high achiever and high performer.
14:29What's your secret to balancing
14:30that with creating positive work
14:32cultures that make people
14:34passionate to show up every day?
14:36>> Yeah, so it does have to start
14:38with what is important to you.
14:42what is my leadership mantra?
14:45It is people first because I
14:47fundamentally believe that if you
14:49get the right people, and
14:51you really let them fly, and
14:53that involves a lot of giving them
14:57encouragement, tough love.
15:01then the A team with the big idea
15:03will always beat the B team with
15:05the A idea, in my humble opinion.
15:07We could probably debate that,
15:09[LAUGH] I'm sure there's lots of
15:10case studies where you
15:11prove me wrong, sorry.
15:12But that's what I've seen over
15:14the course of my career because in
15:17those tough times, when you have
15:19done that investment in people,
15:21they will run through walls
15:24And if I go back to Square for a
15:26moment, so Square was such a shock
15:29to the system when I went there.
15:32So I went from, I can't remember
15:33how big Goldman was at the time,
15:3535,000, 40,000 people.
15:37I went to Salesforce, which was
15:39a 5,000 person company at the time,
15:41which also felt so small, and
15:42then I went to schooling with 200
15:45It was so strange to, [LAUGH]
15:46be in a company where you actually
15:48could see everyone every single day
15:50not just get to know them, but
15:52literally every day.
15:54You were in their space, and
15:55if you look at kind of the ark of
15:58it may probably have looked kind of
16:01very straight up into the right.
16:03It's never like that inside
16:04companies, it is absolutely,
16:06You are paid to work on the things
16:08that aren't working, so
16:09you have a tendency to
16:11always think nothing is working
16:12when you're inside a company.
16:14And that's also a good learning
16:16about your own personal
16:18remembering to actually celebrate.
16:20But when Square went public,
16:24[LAUGH] We went public at a time
16:26when the market had been closed,
16:28kind of like right now,
16:30a very elongated moment in time.
16:32We had done our last funding round
16:35at about a three-ish billion dollar
16:40it was about $18 a share,
16:42because it's going to make it easy
16:43when I go to the next point.
16:46the market is absolutely shady, our
16:48roadshow is not going that great.
16:51I know it's not going that great.
16:53The bankers are doing the best they
16:55your book is almost covered.
16:58that's not good in IPO,
16:59you need to be 20 times covered.
17:02And I had a team with me that had
17:03never been kind of in the market.
17:06lapping in that this is great,
17:08the book is getting covered.
17:09And my stomach is just going,
17:11[SOUND] this is terrible.
17:13But you can't stop, you're on it.
17:16And then we get to that night
17:17of pricing, which is actually
17:19the final moment where you could
17:21actually say at that moment,
17:22we're pulling our offering.
17:24You could say that, but it's like
17:27a tsunami that's coming behind you.
17:32people have flown into New York to
17:34ring the bell, and so on.
17:35And so when the bankers priced
17:37the deal at eight bucks a share, so
17:39I said 18 eight bucks a share,
17:42I just remember that night,
17:44it's like I literally get
17:46goosebumps right now.
17:47But on the people front,
17:50I was like, no, we can do this.
17:53Because you know what?
17:54What we did to kind of get to
17:57the other side is we really shrank
18:01We sold 7% of our company,
18:04most IPOs sell by 14%.
18:06So we said we hate this price, but
18:08we're going to still push to
18:11raise money when you can.
18:13I think we raised 280 million.
18:15It's such a small amount actually,
18:18But we're going to push to
18:20And then for the next year,
18:22our stock, pretty much,
18:25I think it got as low as six.
18:28And then, so your question about
18:30people is so important,
18:31because if you have the right team
18:33who's mission-driven,
18:35who's there for the right reason.
18:37And you have created a personal
18:39relationship almost with them, and
18:41they trust you, they will run
18:43through walls behind you.
18:45And that was that moment when I
18:47saw that happen from a Square
18:50And it's crazy, right?
18:51We raised 280 million in that IPO.
18:53I think a year later, we did
18:54a billion dollar debt offering.
18:55I think two years later we did
18:57a three and a half billion dollar
18:59debt offering at almost 0%.
19:00It was crazy how the market
19:03the stock really took off.
19:05I think the market cap, right
19:07before I announced I was leaving,
19:10we had a &100 billion market cap,
19:13because we were on the road
19:14marketing in Chicago.
19:16And I remember that day because it
19:18was a really big deal to hit that
19:21But it really came down to
19:22the people and having spent
19:24the time invested in the people.
19:26Now, your question was how do you
19:29You have to take the time because
19:32people are literally one person at
19:35If you can try to do some more
19:37scaled up things, so for example,
19:40since I started working
19:43I've always done a Welcome Wagon.
19:45So I kind of try to group people
19:47up, but whether it's once a month
19:49or whatever, anyone new joining
19:50Square, anyone new joining
19:52Nextdoor, I meet with them for
19:53an hour, and it's my way of kind of
19:55going around the room.
19:56There's no agenda, but
19:58it's kind of a touchable moment,
20:00and I always tell them I want you
20:03There's only one thing
20:04I want to leave this room.
20:04I want you to feel like I am super
20:07And I want you to see me as
20:09I introduce myself as a human
20:11being, not as a CEO or
20:13a CFO or a strategist or whatever,
20:15but I'm like, I'm Sarah,
20:17I have two kids, I have a great
20:19husband, I grew up here.
20:21I want them to see me as a human
20:23Number one, when people see you as
20:25very accessible, they will come and
20:28tell you their best ideas, and
20:29I totally believe that great ideas
20:31come from everywhere.
20:33In companies, you don't want just
20:34the product team thinking about
20:36the product, the finance team
20:37thinks about finance, the marketing
20:38team thinks about marketing.
20:40You want everyone all the time
20:42feeling like they're an owner and
20:44they can have a point of view on
20:46any part of the company.
20:47But the other thing that's really
20:49important, and I probably felt it
20:51more keenly even as a CFO, is risk.
20:53You also want people to feel that
20:55they can speak up no matter what.
20:57There's going to be no consequence.
20:58I always tell them, come tell me.
21:00What I hope is I'm going to say we
21:03Here's the mitigation.
21:04We're in good shape.
21:05But every once in a while,
21:06people bring you a risk and
21:09I hadn't thought of that that.
21:11Let me go sweat a little and
21:12then we're going to figure out how
21:15But to me, that's part of the why
21:17is that you want to keep those
21:19doors very open as a leader so
21:21people will come talk to you,
21:24you'll build a great company.
21:26>> In terms of opening doors,
21:28let's turn to Nextdoor.
21:29>> [LAUGH] Good segue, well played.
21:32Those Irish jeans, yeah.
21:34>> [LAUGH] [APPLAUSE] >> So it's
21:38very clear how mission-driven and
21:40value-oriented you are, and again,
21:42the focus of bringing
21:44Can you tell us a little bit about
21:46what it's like to be at the helm of
21:47a company whose sole purpose is to
21:49build and strengthen communities
21:51and human connectedness?
21:53you all can kind of see the arc for
21:54me why on the one hand,
21:56it was very hard to leave Square.
21:58Absolutely loved what we had built.
22:00It was family almost.
22:01But getting to Nextdoor,
22:04the purpose just made it all seem
22:09Today Nextdoor, hopefully you know
22:11us, if you don't know Nextdoor,
22:13I will be okay if you leave right
22:15now and go sign up, no problem.
22:17But we serve about 85 million
22:19verified neighbors on the platform,
22:21310,000 Different communities
22:23across 11 countries, and
22:25we fundamentally believe everyone's
22:28So this is a platform for anyone.
22:30We can't let you on till you're
22:34every one is part of a community.
22:37And the decision to go there was
22:39number one, that purpose just
22:43I'm sure we'll talk about some
22:44Whether it's addressing themes
22:47whether it's addressing themes of
22:49things like cost of living.
22:50How do you help people make money
22:53Things like crisis response in
22:55a moment of a true big crisis.
22:58We all lived it with COVID.
22:59But if you think about a Hurricane
23:01Harvey blowing into Houston was
23:04actually a seminal moment, and
23:06Nextdoor is history as a company.
23:08Because it was a moment when 911
23:12And so the mayor of Houston
23:14actually got on TV and said, hey,
23:16if you know that Nextdoor app,
23:18download it, and please start
23:20helping your fellow neighbors.
23:22Because those were the people that
23:24showed up in a boat to take you off
23:25the roof of your house whenever
23:27everything was flooded.
23:28That's who sticks out the hand and
23:30pulls you out of the waters.
23:31And they don't ask, by the way, in
23:33that moment like how do you vote,
23:35do you believe in gun control?
23:36Humans will help humans in times of
23:38need, which is something I
23:40love about the platform.
23:42So the purpose was big, but
23:44there was also an extra element
23:46of feeling like I had to step up in
23:49the world and leaning to that you
23:51can't be what you can't see.
23:54I felt like I had spent a lot of my
23:56life on a stage often talking to
23:58rooms of women, non-binary
24:00individuals, and saying, just do
24:03it, grab that leadership moment.
24:05We have to show up for
24:08there was definitely a moment of
24:10saying, I need to do that too.
24:14A little terrifying at times, but
24:16I wanted to say, hey,
24:20I never want my kids to grow up and
24:22not just see that as a normal part
24:25And women can run public companies.
24:27And it's tough, but I really think
24:30it's important to also lead
24:31the way, not just talk about it.
24:34>> In terms of seizing the moment
24:36and leading the way,
24:37we're obviously at a very pivotal
24:39time in technology with AI.
24:42at incorporating AI into Nextdoor?
24:45>> Yeah, it is an amazing moment in
24:47time >> I felt so blessed to
24:49show up to the Truman Show that was
24:51the GSB in 2000 because there was
24:54a platform change happening, right,
25:01You are all living through
25:02something that I think is literally
25:04orders of magnitude bigger in terms
25:06of a platform change.
25:07It's such a seminal moment.
25:11At its ground level,
25:15if we're going to build these LLMs.
25:18Clearly, we see it in action
25:20And so from a Nextdoor perspective,
25:22what I get excited is we own
25:23the local knowledge graph.
25:24So we have a really unique graph,
25:26no one else has it, that is one of
25:27the interesting things about social
25:29networks, is you have to plant your
25:31flag and own your graph.
25:32Linkedin owns your colleagues,
25:34your work environment.
25:36Facebook is your friends and
25:38family, but Nextdoor is your local
25:40knowledge graph, and
25:41that data is very dynamic.
25:43So if you think about,
25:44we just grabbed a coffee over at,
25:46it turns out there's multiple Coupa
25:49cafes on Stanford campus, who knew?
25:52But the Coupa cafe, right,
25:54I could easily have tapped in,
25:56here's the special today.
25:58By tomorrow, that data is cold,
25:59it's not interesting anymore.
26:01But it's very different from
26:03a Google Local Search or
26:04even a Yelp search, right?
26:06It's got a lot more color and
26:07texture and so on to it.
26:09It's also data that's already
26:10pre-labeled, thanks to the 85
26:12million people on our platform.
26:14What I mean by that is you'll hear
26:16many companies talking
26:18about needing to go label data,
26:20it's often kind of Mechanical Turk
26:24if you post a recommendation,
26:25it's clearly a recommendation.
26:30If you flag something for
26:31moderation, then that gives us
26:33another piece of labelling to that
26:35data, that here's content that
26:37a neighbor feels could or
26:39should be moderated.
26:40So it's a very interesting moment
26:44Now you've got the very big guys in
26:48gals in the room, but the Googles,
26:51the Metas, the Microsofts.
26:54And then the opening eyes,
26:57I clearly just only talked about US
27:00companies, let's look to what's
27:02going on in Asia as well.
27:06But then I think there's what
27:09a Nextdoor can do sitting on top
27:11of some of those models.
27:12We use an API to open AI.
27:13And a couple of the places we're
27:15moving into right now.
27:17Number one is we're helping
27:18neighbors just make more
27:20So we can, as you begin to make
27:22a post, particularly in areas like
27:24recommendations, which is about 20,
27:2625% of the content that happens
27:28on Nextdoor, it'll actually
27:30recreate the post for
27:31you to make it more engaging.
27:34you all have experienced ChatGPT,
27:36but often I'm talking to a room of
27:38folks from all walks of life,
27:39all ages, who maybe haven't even
27:41heard of something like ChatGPT.
27:43And I'm like, this is a way to
27:45experience it in a very non kind of
27:47frightening way, something that's
27:49actually going to help you.
27:50So that's one place we've
27:52And we are seeing better
27:53engagement, which is great.
27:55A second way has actually been in
27:57areas of moderation.
27:59We've done some amazing work with
28:01Dr. Eberhardt sitting right here in
28:05And Spark, if you don't know the do
28:10It's wonderful what they've done.
28:12So we deployed something actually
28:14way back in 2017 called
28:15Kindness Reminder, and
28:17it was premised on the social
28:18science of slowing people down.
28:20So we're using ML all the time,
28:22long before generative AI came
28:24along, AI ML has been in place,
28:26to score every post.
28:27And when a post looks like it's
28:29getting to a heated moment,
28:30we'll slow you down by popping up
28:32a little contextual moment that
28:34says, hey, neighbors,
28:36remember great communities
28:37are created with kindness.
28:39What we write there is kind of
28:40important, but actually the more
28:42important thing is that we've made
28:45So now you're back in this part of
28:47your brain, where you have learned
28:49to some degree, sometimes big,
28:51sometimes small, to overcome bias.
28:54Today that's actually been very
28:57about 35 to 37% of all people who
28:59see the kindness reminder actually
29:01decide to edit their post, because
29:03that's what we prompt you to do.
29:06with generative AI, we're actually
29:09now offering you a constructive way
29:12because I do think about
29:13the other 70-ish percent or
29:1565% that don't add it, and
29:17I'm like, where are you all at?
29:19[LAUGH] You just want to not be
29:21that constructive in your
29:23community, or are you a bit stuck?
29:25You don't actually know how to word
29:27it in a way that's constructive.
29:28So even we can nudge up
29:30another now, maybe it's another 30%
29:33we can grab through an AI,
29:35that's a great outcome.
29:37When I talked to folks about this,
29:39if I go back to Northern Airlines,
29:41we had to get people around
29:43a table, where they did not
29:44want to talk to each other in any
29:46sort of constructive way.
29:48And remember, it was brutal.
29:50You might be sitting at a table
29:52with someone who maybe murdered
29:54a member of your family.
29:56you didn't take your bins out, or
29:58who was it that parked their
30:00car where you didn't like them.
30:02This was awful conversations.
30:04Or what went on in South Africa,
30:06right, when people had to talk
30:07about what had happened,
30:10But just getting people around that
30:12table to be constructive,
30:13look what can happen, right?
30:15We created peace almost exactly 25
30:18So on a very much smaller context,
30:20if we could just help people be
30:22more constructive, can we actually
30:24therefore start to create better,
30:27healthier communities?
30:29Because I actually think the worst
30:31thing you can do is close down
30:33So in a lot of platforms they move
30:35to moderation, removing content.
30:38I'm really trying to nudge people
30:40to say, here's how we can have
30:42these tough conversations, but
30:44have them in a way where maybe
30:46we're more open to listening.
30:48>> So based on what you describe,
30:49Nextdoor is tackling some of
30:51the biggest issues in society and
30:52that we see rife throughout
30:55There also seems to be this very
30:57interesting confluence or overlap
30:59between what Nextdoor offers as
31:01a private company, and then
31:03facilitating some traditionally
31:05public sector interests.
31:07So you mentioned the hurricane
31:10I know you were also personally
31:11involved in Governor Newsom's
31:13rollout of the COVID-19 response.
31:15So can you speak to A, how you see
31:17Nextdoor as kind of having this
31:19intersection with government?
31:22where you see that those two things
31:24should be delineated and
31:26those responsibilities being kept
31:29>> Yeah, so if you go back to
31:30the definition of a neighborhood,
31:33it's not just the residents, right?
31:35A healthy, thriving neighborhood is
31:37the neighbors, but it's
31:39the businesses, it's the public
31:41agencies, it's the school,
31:42it's the church, and and and.
31:44There's many, many organizations at
31:47play, and so we view Nextdoor as
31:49important to bring all those
31:50organizations to the platform.
31:53So today we have about almost 6,000
31:55now, I think, public agencies that
31:57can range from the local library to
31:59To FEMA, to 10 Downing Street,
32:02to the London Mayor's Office.
32:05So it can go very broad nationally,
32:09down to super, super micro.
32:12Last year, I think it's last year's
32:14data, there were $18 billion
32:16climate-related disasters in
32:18the United States alone.
32:20I think the total cost to
32:22the economy was about $175 billion.
32:25Those are moments where,
32:26as I talked about with Herc and
32:28Harvey, it is vital, frankly,
32:30that residents are involved.
32:32because those are the moments
32:34are going to save each other.
32:36Think about your own experience in
32:38COVID, I'm sure even in the GSB
32:40community people stepped up.
32:42You maybe went to the pharmacy for
32:43someone that couldn't,
32:44that was immunocompromised.
32:46Maybe you thought about an elderly
32:48person that might not be able
32:49to get out of their home.
32:50And so this is the power of really
32:53energizing community.
32:56But there still needs to be a link
32:58often to the public agency to know
33:00what to do, how to do it,
33:03if there's sandbags or whatever.
33:06We want to make sure that
33:07that messaging is coming through
33:09the platform as well.
33:10And in fact we just added in,
33:11in a kind of trifecta we just added
33:13in weather alerts for
33:14exactly these reasons.
33:16So now working with a weather
33:17company to say, okay, in the moment
33:19of, say, a natural disaster, you
33:21can both get the commercial side,
33:24Plus what's going on with the local
33:28Plus then how can neighbors,
33:30the private sector, rise to help?
33:32So I think that's where you get
33:34I do absolutely believe that there
33:36is a dividing line, though.
33:37It's usually where, ultimately,
33:40the private sector starts to fail,
33:44the public sector has to step in.
33:46Do we do that incredibly well, no.
33:49It was eye opening to work on
33:51Governor Newsom's COVID response,
33:53in good ways because I could
33:55see the diversity around the table.
33:57There was groups of people I would
33:59never normally sit at a table with.
34:02Unions, for example, very important
34:05and powerful groups in California.
34:09But it was also, as someone
34:10who works in the private sector,
34:12sometimes frustrating the speed
34:14with which you could get anything
34:16or maybe nothing done,
34:17because there were so
34:19many competing elements and people.
34:21Rather than working on the thing
34:23here, I was working particularly
34:25on small businesses,
34:26small businesses were devastated.
34:28If you had an in real life
34:30business, if you were a hair salon,
34:32if you were even the local pizza
34:34shop or whatever I guess you could
34:37you were being devastated.
34:38And we couldn't pass something
34:40simple as, how to just get you
34:42money to pay your employees,
34:45the many constituents around
34:47the table who all had their own
34:50wanted that to get tacked on.
34:52And then the whole thing couldn't
34:54move forward because everyone
34:56disagreed with all the tack-ons.
34:58It was a place to see both when you
35:00can almost pull something off to
35:02the side, just go work on it and
35:04make it happen, and ask a little
35:06bit less for permission and
35:07just do, you could see the power.
35:10Because then when you do get
35:11something moved, when you have
35:13the State of California coming
35:14behind you, you're no longer
35:16talking about like, can we
35:17hit 10,000 businesses, you're
35:20hitting millions of businesses.
35:21So it's both the power of
35:23the state, but also the slowness.
35:25And I'm sure many of you
35:26are probably doing joint degrees
35:28here and thinking about how do we
35:29inject some of that speed, some
35:31of the competitive elements that I
35:33think the private sector does so
35:35well into the public sector?
35:36But also recognize that a healthy,
35:38thriving public sector is needed to
35:40kind of catch the people that fall
35:42through the safety net.
35:43>> That's such an incredible
35:44impact, and it is everything that
35:46I nerd out about at the GSB.
35:47I could ask you 30 more questions.
35:49In the interest of time, because I
35:51do want to leave some room for
35:52the audience to ask questions.
35:53We do have one final question that
35:55we're asking each member of
35:57our series this year.
36:00our theme is redefining tomorrow.
36:02And so, Sarah Friar, as the CEO
36:04of Nextdoor, if you could make one
36:05change to redefine tomorrow,
36:11it's that everyone in the world
36:13would know six neighbors or more,
36:16and that might sound very facile.
36:18We have done a bunch of research on
36:21loneliness in particular, done with
36:23an incredible academic, Dr.
36:25Julianne Holt-Lunstad out of BYU.
36:28And she used the platform and
36:30used our data to try to find
36:32a statistically significant moment
36:34when feelings of social isolation
36:37And that magic number is six,
36:42So if I think about a vision for
36:44the future, I mean of course I'm
36:46talk in my book a little bit, but
36:48I really would love to see that
36:50re-knitting of community.
36:52That way I experienced my parents
36:54in action in our little village in
36:56Sion Mills, 2,000 people, but
36:58the way I saw them in action.
37:00Because when that social fabric
37:02comes back together again,
37:04when you have high social capital.
37:06If you've read any of the work of
37:08Dr. Putnam out of Harvard, for
37:10example, or Mark Granovetter,
37:12actually, here at Stanford,
37:14you'll know that when that social
37:16capital starts to build back up,
37:18the outcomes broadly are just
37:21You get better health outcomes,
37:23people literally live longer.
37:26An older person for example that
37:28never gets to talk to someone else
37:31in real life, that's, in Julianne's
37:34words, worse than smoking
37:35a pack of cigarettes a day in
37:37terms of its impact on your health.
37:40House prices go up, home equity,
37:42usually the largest way that people
37:44save for their future go up.
37:46Broken window effect comes
37:48into play, people care about their
37:50community, suddenly everyone starts
37:52to care a little bit more.
37:54Child outcomes go up.
37:56Because a neighbor might be
37:57a kid coming home from school.
37:59Maybe they're getting bullied on
38:01Maybe they don't have anywhere to
38:02go do their homework that's
38:04So suddenly, a neighbor kind of
38:06pulling them in and saying you can
38:07work here for an hour until your
38:09parents get home from work,
38:11that can make all the difference.
38:12So I go back to I started simple,
38:15the magic number is six neighbors.
38:18Do you know six neighbors?
38:19Have you taken the time to just go
38:21out and maybe knock on a door,
38:22say hello to people?
38:23But then the meta effect,
38:25the vision for the future,
38:27is this reconnected society at
38:31because I really don't believe it's
38:34going to happen top down.
38:37I'd like to now turn it over to
38:39>> I'm very intrigued about your
38:41six neighbor goal for the future.
38:44How do you view the housing
38:45shortage that we have in the US?
38:48Do you think it'll be more of
38:49a shift to multi-family housing,
38:52tighter communities and proximity?
38:54Or do you think it'll
38:55be a mix of what we currently have?
38:58Do you guys have a view on that
39:00your personal view second?
39:02we don't have a view per se.
39:06What we see happen on Nextdoor, if
39:08I were to kind of relate it back.
39:10Nextdoor tends to fly first is,
39:12if you think about the kind of CBD,
39:15the central business district, very
39:18urban, when you get out into sprawl
39:20Nextdoor tends to really take off.
39:23So people are in tight
39:24enough proximity, but they tend to
39:26have maybe started to move to that
39:28moment where they're renting for
39:30a longer period of time, maybe
39:32they're starting to own a house,
39:34then suburban works really well.
39:36Where we tend to break down is
39:38actually in that middle of
39:41then also in hyper-rural.
39:43Rural is not great because local
39:45can be miles and miles apart,
39:47it's hard to get enough content.
39:49Doesn't mean it couldn't happen,
39:51but it's just much harder.
39:52And then in the middle, we spent a
39:54lot of time head scratching on it.
39:55Is it problem of the product, or
39:59is there no product market fit yet?
40:03I think it's a little bit of both.
40:04I think in those Very urban areas
40:07to your point about the housing
40:08where maybe people are much
40:10tighter, maybe you're going more
40:13You tend to find that there's so
40:15much noise and not a lot of signal.
40:17So you have to be really careful
40:19what distances in fact
40:20we're rethinking the product at
40:23away from the idea of hardwired to
40:25kind of neighborhood boundaries.
40:27We changed it a couple years ago to
40:29just let the algorithm decide what
40:31content was interesting
40:32because everyone's concept of local
40:34is different, right?
40:36To me I'm I live Miranda, actually
40:37I think of Miranda is kind of home.
40:39So I'm quite happy to hear
40:41from a pretty wide area.
40:42Some people get so irate if
40:44it's going beyond their street.
40:46They're, why are you sending
40:48It's not interesting.
40:50But then it also changes based
40:52you're trying to get done, right?
40:54If I've lost my dog,
40:55there's probably a radius,
40:57If it's, what's that noise?
40:59It's probably a very small radius.
41:02If I want a plumber, I'm probably
41:04fine going to 20 miles because
41:05she's probably going to like a ban
41:07and she's going to drive to me.
41:09So we kind of realized that we
41:10would let the content
41:12rather than trying to do this
41:13artificial neighborhood boundary.
41:15We're shifting it again,
41:16it's called project sun,
41:18you can understand why,
41:19where the person becomes the center
41:21of their own universe.
41:22And we let that interplay with
41:26So in that CBD I think part of it
41:27is the product, doesn't have
41:29good product market fit, but
41:31I also think there's something in
41:33that area which goes back to your
41:35question of warehousing happens
41:37that often people are much more
41:39transient, they're not invested in
41:42their community because they don't
41:44have a reason to care about it.
41:46Home owners very much care about
41:48their communities because it
41:49impacts their house price.
41:51They're often very young, maybe
41:55just out of college sort of young.
41:58And they don't really have a thing
42:00about community yet.
42:01They're happy to go across
42:03the whole city to go hang out with
42:06they're probably never going to
42:07knock on the door next door unless
42:09it's a complete emergency.
42:11So how do we change that psyche?
42:13And I actually worry a little
42:15bit about generationally, right?
42:17We're more connected than ever and
42:19yet so disconnected from people who
42:21are just around us in real life.
42:23So I think that there's a whole, we
42:25could probably now call on doctor
42:27ever hurts to talk about that but
42:29there's something going on
42:31psychologically with humanity that
42:34In terms of fixing where you began,
42:36fixing the unhoused population, I
42:38mean, that is wow that is a problem
42:40that's just feels when I go to work
42:43in San Francisco every day,
42:44has an element of feeling like
42:46an intractable problem and yet
42:49It's like anything, like if
42:51you have a business problem,
42:53you just need to break it down and
42:55I think go after it in pieces.
42:56And right now, I don't see our
42:59public sector as particularly well
43:01put together to do that, but
43:03we have to do something, right?
43:06When we chose our headquarters at
43:08next door, we're actually in
43:10people come to visit and they're
43:12often a little taken aback they're,
43:14did you actually choose this?
43:15We're, yes, we did not want to live
43:18in a tech bubble, I want me but
43:20I want my employees to kind of as
43:22they look outside the office
43:24understand a community that's under
43:27duress and think about the why we
43:29do it rather than coming to work on
43:31your bus, you've got your MAC and
43:34got your snacks in the kitchen.
43:36And you wonder if you're going to
43:38make it home for your yoga class or
43:39I'm being a little facetious on
43:42That is not real life community.
43:43And I think it's really important,
43:45you're all the business leaders of
43:47I really want you to think about
43:49not putting people into bubbles and
43:51not putting people into these very
43:53synthetic situations.
43:54But how do you kind of lean back
43:56into the communities that you're
43:58going to serve as amazing business
44:01make sure that you don't create
44:03an air gap between you and them,
44:05actually get down and be proximate.
44:13>> Hi I'm Matt I'm also an MBA one
44:15giving you heads so many different
44:17senior leadership roles before
44:19becoming CEO, what have you found
44:21to be uniquely challenging about
44:23the CEO role and being at
44:24the helm versus your other roles?
44:26And how do you address those
44:29I have now become the cliche.
44:31I totally denied it for my first
44:33couple of years of being a CEO, but
44:35I think the Ceo's job is
44:38What I'm realizing is because you
44:41a little bit you have a mask on for
44:44everyone who works with you, for
44:46you at the company, and then
44:48you have to outbound to a board.
44:50And so you're kind of stuck in
44:52the middle moment, and often you
44:54don't really have someone to talk
44:56to about it, because you can't
44:58really talk to your leadership
45:00team endlessly about your board,
45:02you have to create a little space.
45:04And then for your board,
45:05you need to be mindful of what do
45:07you want to really message to them
45:09to be consistent, because they only
45:11get to talk to you every 90 days,
45:14you call them a lot in the middle.
45:16And so you can be leaning one way
45:17at one period and then you
45:19come back 90 days later and
45:21you've done 90 days of work.
45:22So your opinion has evolved, but
45:25to them it can almost feel like
45:26you're flip flopping.
45:28So I'm very mindful of that when I
45:30sit on boards to try to really be
45:32empathetic to the fact that we feel
45:33we're getting whiplash, but
45:35actually the company's, no, no, no
45:37we did all this work for 90 days,
45:39we've just evolved our thinking.
45:41So I do think it's lonely, and I
45:43think that's the moment where it's
45:46really good to then have a fabric
45:48of connection with other CEOs.
45:50And not always in a super formal
45:51context, because when you meet
45:53people more formally,
45:54everyone's got their mask on and
45:56we're all very likely you're
45:58working on these business problems.
46:00And then sometimes it's good to
46:01just go have a drink with someone
46:03that the walls come down a little
46:04and you're, that's happening for
46:06you, that's happening for me too.
46:08And so I think that is the hardest
46:11thing, of sitting in that air gap.
46:14>> Time for one more question.
46:20>> Hi, my name is Eddie,
46:21I'm actually a freshman at
46:24But my question was, in your
46:25different senior leadership roles,
46:28what was your process for
46:30getting up to speed on different
46:32industries from enterprise SaaS to
46:34fintech to consumer Internet?
46:36>> Thank you. And thank you for
46:38coming over, crossing the road.
46:41>> [APPLAUSE] >> Yay.
46:42>> [APPLAUSE] >> Some of my best
46:46moments at the GSB were actually
46:48when I crossed back the other side.
46:51I did a Spanish class,
46:52I did an engineering class, I think
46:54I did an art class at one stage.
46:56I loved it, so take advantage
46:59people, come both ways.
47:01That is a great question, because
47:03it's a skill like as a consultant,
47:06it's actually a skill you have to
47:08learn, because pretty much you go
47:11to meet your clients, and
47:13it might be the first time you've
47:15ever seen their industry, but
47:17you're being paid to show up and
47:19actually consult them, and so
47:22you cannot be ignorant for
47:25So I am an avid reader to begin
47:27with, and I really tried to
47:29not narrow my reading there.
47:31I actually still get the paper Wall
47:33Street Journal, don't laugh at me.
47:35But I do that because when I find
47:40I naturally curate myself.
47:42They asked you to, right?
47:43It's, what are you interested?
47:45In technology, and suddenly
47:46everything you're reading seems so,
47:48they picked it for me, because
47:50they did, it's an algorithm.
47:51Versus when I open up
47:53the Wall Street Journal, am kind
47:55of find myself reading almost,
47:57they feel random at the time.
48:00But what I think that's important
48:01is if you think about the course
48:03of, span of your career,
48:04your life, you kind of read
48:07different things, There's moments
48:09in time where suddenly it becomes
48:11very apropos of the moment.
48:13Beyond the paper, I am an avid,
48:16I try to read 52 books a year.
48:18That's my personal goal every year,
48:20I usually get into the 40s.
48:21This year's a good year, actually.
48:24Because there's a lot going on with
48:26things like AI, and so I tend to,
48:29again, read because I can usually
48:31find then ways that it's going to
48:34matter in the situation I'm in.
48:38The book that I really like a lot
48:40on this is called Range.
48:42And it's this idea of you actually
48:44do become a better leader when you
48:46have all of these different
48:50I think one of their archetypes is
48:53And I read Range at the same time
48:55as I read Walter Isaacson's
48:57biography of Da Vinci, and
48:59it was fascinating because here you
49:01had this incredibly curious
49:03individual that was a sculpture.
49:06But to understand how metal would
49:08flow to sculpt, he was actually
49:10leaning on work he'd done around
49:12the water system in Italy.
49:13Which then was tied back to how
49:15blood pumped in the human body when
49:17he was doing dissections and so on.
49:20And so, I think about that a lot
49:21when people are, you've done so
49:23many different things.
49:24I'm hell no, we're very narrow,
49:26actually, relative to I think how
49:31So, reading is a big part of it.
49:33And then, particularly, I think,
49:37So when you join something new,
49:43I often try to have three questions
49:45that I ask every single person I
49:47And I am going to compare and
49:49contrast ultimately, but
49:51you're listening, but
49:53you've got some framework.
49:57people want you to do stuff.
49:58And that's kind of the dangerous
50:00moment because you still actually
50:03I normally try to start to
50:04find maybe smaller things where I
50:06can put some points on the board.
50:08At 90, I think you have to start
50:10acting, and that's when you have to
50:11come with kind of a first push of
50:15then from there my tactics.
50:18I think a lot of people in life
50:19are very much ready, fire, aim.
50:22So, need for speed to get going.
50:25It's worth taking that moment to
50:27write down strategically what
50:29you're trying to do, and
50:30then the tactics build from there.
50:32Good strategy should last
50:35You don't have to roll it all out
50:37in 90 days, that would be a lot.
50:38But you need to have a frame that
50:40at least can stay somewhat true
50:44That's a good question, thank you.
50:47>> Thank you so much, Sarah.
50:50Like any good GSB-er, I know you
50:52have the rest of your day planned
50:54out by five-minute increments.
50:56>> [LAUGH] >> [LAUGH] I do.
50:59I want to keep you on time.
51:01What we're going to finish with is
51:02a quick lightning round.
51:03So I'm going to ask you,
51:04it's a View From The Top tradition,
51:06I'm going to ask you five questions
51:08We're going to finish in two
51:09minutes to be perfectly on time.
51:11>> Okay, let's do this.
51:13So I'll say the beginning of
51:15the sentence and you finish it with
51:16a short phrase or word that
51:17first pops into your mind.
51:20>> The one thing city folk don't
51:22understand about growing up in
51:26>> Animals, they're messy.
51:28>> [LAUGH] >> The biggest culture
51:33shock I faced moving from Ireland
51:35in the UK to America was?
51:37>> Just sense of humor.
51:40Yeah, I'm sorry [LAUGH].
51:41>> [LAUGH] >> [APPLAUSE]
51:45I'm not going to tell you which
51:46way, you're all guessing.
51:47>> [LAUGH] >> The most applicable
51:50lesson I learned from
51:51a Masters of Engineering and
51:53the study of metals is?
51:55>> How to release gold
51:56out of sulfide ores.
51:57No, yeah, that I actually
51:59love seeing something in
52:00a lab come alive in the real world.
52:04>> My favorite memory of
52:07>> Meeting my husband [LAUGH].
52:16>> Second only to being cold-called
52:18in Garth Saloner's class the first
52:21time I walked into it [LAUGH].
52:22>> And last but not least,
52:25a billboard in town square with one
52:27tagline of advice for everyone here
52:29in the audience, it would say?
52:32>> So I'm stealing from my
52:33favorite Irish poet, Seamus Heaney,
52:35his epithet, he was buried very
52:37close to where I grew up.
52:38It's very Irish to start talking
52:40about a burial right at the end of
52:41>> [LAUGH] >> But I love this,
52:44despite your better judgment.
52:48If you think about it.
52:49>> [LAUGH] >> It's good,
52:52take risks, your intuition,
52:53let it guide you, don't always be
52:55logic-driven, but walk on air
52:57despite your better judgment.
52:59>> That is the most beautifully
53:00poetic note I think any View From
53:02The Top has ever ended on [LAUGH].
53:03>> [LAUGH] >> Sarah, it has been
53:05such an honor and a pleasure
53:06interviewing you, and we wish you
53:07the most success in your career and
53:09everything moving forward.
53:10[CROSSTALK] Thank you so much.
53:11>> Amazing, amazing.
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