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

I learned to be more authentic over time, moving away from trying to fit a certain mold of what a CEO should be, which has made me a happier person.

I learned to give autonomy to my leaders, believing that I should hire executives who are more like peers than subordinates.

During my 12 years at Google, I focused on shaping a culture of creativity and innovation by training people in curiosity, empathy, and experimentation.

At Google, I learned the power of thinking really big, which became a normal part of how I operated.

The fundamentals of business and leadership skills are transferable; I relied on my strengths from Unilever while maintaining humility to understand Chanel's unique culture before implementing changes.

I decided to stop working on my startup and joined Google to learn skills that would help me succeed as an entrepreneur.

I learned that true leadership involves building camaraderie rather than just trying to outshine others.

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.