By the time I co-founded my next venture, I was a more self-aware leader, owning both my weaknesses and strengths, which improved my companies and my happiness.

As CEO, I've transitioned from being a micromanager to learning to delegate, focusing on being a culture carrier and making tough philosophical decisions.

As a female leader, I learned to be authentically myself and to embrace my strengths while hiring around my weaknesses.

I've noticed a shift in the personality of CEOs today, with many being more humble and down-to-earth compared to previous generations.

I realized I needed to manage my energy differently when I started my journey as a CEO, especially in a social environment.

I find more energy and enjoyment in my role as a public company CEO than I did as a startup founder. The team I work with now allows us to create and innovate together, free from corporate bureaucracy.

I've learned that true confidence comes from making decisions that prioritize my own happiness, not just pleasing others.

I learned to take the effective pieces from different leadership styles I experienced at Google and assemble my own unique style.

In my professional life, I initially said yes to many opportunities, but I learned to prioritize authenticity and only engage with things I truly care about.