My Feb 2025 Interview Prep

Question 1

What is Microsoft’s Mission Statement?

Answer 1

“To empower every person and every organization on the planet to achieve more.”

We empower the world-Microsoft’s mission is to empower every person and every organization on the planet to achieve more.

Question 2

What are Microsoft’s Values?

Answer 2

Respect – Treating others with dignity and valuing diverse perspectives.
Integrity – Being honest, ethical, and trustworthy.
Accountability – Taking responsibility for actions and outcomes.
Innovation – Pushing boundaries to develop new technology and solutions.
Diversity and Inclusion – Fostering an environment where everyone belongs.
Corporate Social Responsibility – Using technology for social good and sustainability.

Question 3

What is Purview?

Answer 3

Microsoft Purview addresses these challenges below by providing a unified AI-enabled platform that enhances data governance, compliance, and risk management across the entire data estate.

Question 4

How did Data Governance work before Purview?

Answer 4

Before Microsoft Purview, data governance was typically managed through a combination of manual processes, disparate tools, and legacy governance solutions. Here’s how organizations handled it:

1. Traditional Data Governance Tools
   Companies used standalone data cataloging, data lineage, and metadata management tools (e.g., Collibra, Alation, Informatica).
   These tools were often siloed, requiring manual integration across platforms.
2. Manual Data Policies & Documentation
   Data governance policies were often documented in spreadsheets, SharePoint, or internal wikis.
   Enforcing policies depended on human oversight rather than automated compliance
   checks.
3. On-Premises Data Management
   Many organizations relied on SQL Server Management Studio (SSMS), Active Directory, and internal security policies to control data access.
   Data classification and sensitivity labeling were largely manual processes.
4. Custom Scripts & Workflows
   Companies built custom ETL (Extract, Transform, Load) pipelines and scripts to manage data movement, classification, and lineage tracking.
   IT teams often had to manually audit and validate compliance.
5. Role-Based Access & Compliance Audits
   Data access was typically managed through role-based access control (RBAC) in databases and applications.

Compliance audits were periodic, requiring extensive reporting and review.

Question 5

How did Purview change things?

Answer 5

Microsoft Purview streamlined governance by offering automated data discovery, classification, lineage tracking, and compliance monitoring in a single, cloud-based platform. It integrates natively with Azure services and Microsoft 365, reducing the need for separate tools and manual tracking.

Question 6

She wants to understand what motivates people and she wants to understand why they want the job.

Manager’s personal brand.

Compare against the resume

Work and life persona are the same. - Introverted?

Question 7

When did you work at Microsoft?

Answer 7

User Research Project Coordinator / MS Office SME | Microsoft Corporation via Kelly (Redmond, WA) | 5/2014 – 12/2014

Question 8

What is your biggest weakness? Use the STAR method to answer this question.

Answer 8

Situation:
Earlier in my career, I felt nervous speaking in front of large groups. While I was comfortable in one-on-one or small team discussions, presenting to a big audience felt intimidating.

Task:
I realized that improving my confidence in public speaking would help me communicate more effectively and contribute more in meetings.

Action:
To work on this, I started volunteering for small speaking opportunities, such as leading team updates or presenting in smaller internal meetings. I also joined Toastmasters at my last company, where I practiced structured speaking, received feedback, and refined my delivery in a supportive environment.

Result:
Over time, I became much more comfortable speaking in front of groups. While it’s still something I continue to refine, I now approach public speaking with more confidence, preparation, and a clearer delivery, making it a much less intimidating experience.

Question 9

What is your greatest strength (STAR Method)?

Answer 9

STAR: Problem-Solving & Adaptability
Situation:
At my previous company, we were preparing for a high-profile executive meeting, and at the last minute, a key presenter had to cancel due to an emergency.

Task:
I needed to quickly find a way to keep the meeting on track without causing delays or confusion for leadership.

Action:
I immediately reached out to another team member who had relevant knowledge of the topic and worked with them to prepare a condensed version of the presentation. I also adjusted the agenda to allow for a more interactive discussion rather than a formal presentation.

Result:
The meeting went smoothly, and leadership appreciated the quick pivot. Instead of the cancellation derailing the conversation, it turned into a valuable discussion that led to new insights. My ability to stay calm, adapt, and find a solution in real-time helped maintain the meeting’s success.

STAR: Communication & Relationship Building
Situation:
A department I worked with frequently was slow to provide approvals for key projects, which often caused delays.

Task:
I wanted to improve collaboration and ensure smoother communication to keep projects moving efficiently.

Action:
I scheduled a meeting with key stakeholders to better understand their concerns and workflow. By building rapport and openly discussing the challenges, I was able to identify a few small process adjustments—such as a more structured approval request format and clearer deadlines—that made it easier for them to respond in a timely manner.

Result:
This improved our working relationship, and approvals started coming in much faster. Over time, our collaboration became more seamless, and the team was able to meet deadlines more effectively without last-minute bottlenecks.

Question 10

What are Microsoft’s Corporate Values?

Answer 10

Our values align to our mission, support our culture, and serve as a declaration of how we treat each other, our customers, and our partners.

RESPECT
We recognize that the thoughts, feelings, and backgrounds of others are as important as our own.

INTEGRITY
We are honest, ethical, and trustworthy.

ACCOUNTABILITY
We accept full responsibility for our decisions, actions, and results.

Question 11

What is the inclusion is innovation initiative?

Answer 11

Inclusion is innovation
We’re developing solutions to diversity and inclusion challenges by activating the same ingenuity, intention, and experience behind our groundbreaking technological innovations.

Question 12

What is the diversity and inclusion initiative?

Answer 12

Diversity & Inclusion
We believe our continued work to build diverse workforces and strengthen our culture of inclusion helps foster innovation.

Question 13

What does it mean when Microsoft says because impact matters?

Answer 13

Because impact matters
At Microsoft you can live your purpose every day. With our scale and reach, your personal impact becomes part of a collective force for global progress.

Question 14

What are some of Microsoft’s key initiatives?

Answer 14

Key initiatives Microsoft is currently focusing on:
* Artificial Intelligence (AI): Establishing a new AI engineering division and integrating AI features across Microsoft 365 products.
* Secure Future Initiative: A multiyear commitment launched in November 2023 to enhance the security of Microsoft’s technologies.
Sustainability: Aiming to become carbon negative by 2030 and investing in climate technologies through the Climate Innovation Fund.

Question 15

Tell me about yourself

Answer 15

• I’m a problem-solver who loves making things run smoothly.
• I’ve supported execs for 5+ years, managing calendars, travel, and budgets.
• I thrive in fast-paced environments and love optimizing workflows.
• “I believe that when leaders feel truly supported, they can focus on what they do best—leading with vision, clarity, and impact.

That’s why I’ve made it my purpose to be a trusted partner, creating the space and structure that allows them to thrive. Whether it’s managing the details, anticipating challenges, or simply being a steady presence in the midst of chaos, I take pride in helping things run smoothly so leaders can focus on what really matters.

At Microsoft, where the mission is to empower every person and every organization on the planet to achieve more, I see my role as an extension of that vision that call to action. By ensuring that leaders have the support, tools, and bandwidth to drive innovation and collaboration, I help make space for the kind of work that transforms teams, organizations, and communities.

More than just support, I see my role as a collaborator, an advocate, and a force multiplier—helping leaders move forward with confidence, knowing they have someone in their corner every step of the way.”

Question 16

How do you handle complex calendar management?

Answer 16

• I stay ahead by prioritizing and anticipating conflicts.
• Used Outlook’s tools + strong communication to cut last-minute changes by 40%.
• I build great relationships, making scheduling seamless for everyone.

Question 17

How do you ensure executive travel is seamless?

Answer 17

• I plan ahead, optimize itineraries, and prep for the unexpected.
  • Always provide detailed travel briefs with backup plans.

My goal? No surprises—just smooth, stress-free trips.

Question 18

Tell me about a time you managed a budget or expenses. (FIX THIS ONE)

Answer 18

• At Milliman, I processed 150+ expense reports/month—error rate dropped 75%.
• I streamlined approvals, cutting manual workload by 30%.

I make finance simple and hassle-free for my team.

Question 19

How do you handle confidential information?

Answer 19

• I treat sensitive info with the highest discretion—trust is key.
• At Milliman, I managed performance improvement plans, any HR issues, exec reports and hiring details securely.

I follow strict protocols to keep everything private and protected.

I have handled and been privy to all types of confidential information.

Question 20

Can you describe a time you organized a large event?

Answer 20

• Led a 700+ guest holiday party—handled vendors, logistics, and budgets.
• Also planned exec retreats and all-hands meetings, making them seamless.
• I thrive on event planning—big or small, I make them run smoothly.

Question 21

How do you handle competing priorities and tight deadlines?

Answer 21

• I triage tasks, focus on impact, and stay flexible.
• When last-minute changes hit, I find solutions fast.
• Staying organized and adaptable keeps everything on track.

Question 22

How do you collaborate with cross-functional teams?

Answer 22

• I build strong relationships and keep communication clear.
• Led an 18-person team at Milliman—streamlined workflows and boosted efficiency.
• Implemented/designed/created the ticketing system workflow that improved response times for admin response time and task completion time.

Legal
Finance
Security Team - Developers

Question 23

What experience do you have with Microsoft tools and internal systems?

Answer 23

• Deep experience with Outlook, Teams, Excel, and internal tools like iCIMS.
• At Microsoft (contract), I handled Employee Central, MyExpense, and MS Travel.
• I pick up new systems quickly and love making tech work for me and always continue to keep learning to be better at what I do.

Question 24

Why do you want to work at Microsoft?

Answer 24

• I love Microsoft’s mission to empower people with great tech.
• My skills in admin support and efficiency fit perfectly with this team.

I’ve seen the culture firsthand as a contractor, and I’m ready to be all in!

I really enjoy the comradery and the diversity and inclusion.

Question 25

Responsibility #1 - Calendar Management

Answer 25

Behavioral or Technical Competency: Time Management, Prioritization, Attention to Detail My Story Arc: In my role at Milliman, I managed complex, high-volume executive scheduling, resolving conflicts and aligning calendars to maximize productivity. I prioritized critical engagements and streamlined scheduling processes, ensuring seamless coordination across teams and ROB. By anticipating potential conflicts and proactively addressing them, I improved meeting efficiency and reduced last-minute scheduling changes by 40%.

Question 26

Responsibility #2: Travel Coordination

Answer 26

Behavioral or Technical Competency: Organization, Logistics Management, Proactive Planning My Story Arc: At Milliman and Community Health Plan of Washington, I coordinated domestic and international travel for executive leadership. I optimized itineraries for efficiency, ensuring seamless transitions between meetings and minimizing travel disruptions. By proactively managing bookings, tracking expenses, and preparing detailed travel briefs, I reduced booking errors and improved executive travel experiences.

Question 27

Responsibility #3: Expense & Budget Administration

Answer 27

Behavioral or Technical Competency: Financial Management, Compliance, Process Optimization My Story Arc: As Office Manager at Milliman, I took over the responsibility of approving expense reports for all 10 executives, managing over 150 expense reports and purchase orders each month. (Paying expense reports was taking too long) To improve efficiency, I developed and implemented a training program that simplified expense policies, reducing errors by 75%. I also optimized the approval process, cutting manual workload by 30% and accelerating approval time by 90%, ensuring compliance while expediting reimbursements. Previously, employees waited 3–4 weeks for reimbursement, often facing 2–3 kickbacks due to errors. After my improvements, payments were typically processed within a week, with most completed in under two weeks.

Question 28

Responsibility #4: Event Planning & Coordination

Answer 28

Behavioral or Technical Competency: Project Management, Stakeholder Collaboration, Attention to Detail My Story Arc: I have extensive experience planning large-scale corporate events, including a 700+ guest holiday party, executive off-sites, and all-hands meetings. At Milliman, I collaborated with leadership to coordinate company-wide events, ensuring seamless execution and engagement. I also developed an event-planning framework that streamlined logistics and vendor coordination, making events more efficient and cost-effective for the practice.

Question 29

Responsibility #5: Confidentiality & Executive Support

Answer 29

Behavioral or Technical Competency: Discretion, Professionalism, Problem-Solving My Story Arc: Supporting C-level executives across my roles, I maintained the confidentiality of highly sensitive information. I acted as a trusted advisor, ensuring that executive priorities were met while handling confidential personnel matters with discretion. My ability to anticipate needs and provide proactive support enhanced executive efficiency and trust.

Question 30

Responsibility #6: Office Operations & Equipment Procurement

Answer 30

Behavioral or Technical Competency: Procurement, Vendor Management, Process Improvement My Story Arc: At Milliman, I led office supply and equipment procurement, ensuring seamless operations for a growing team. I created the first dedicated procurement form, streamlining the onboarding process—when a new hire accepted an offer, hiring managers or HR coordinators would submit the form via our ticketing system, automatically notifying IT, HR, Recruiting, and the admin team. For years, while the team grew from 3 to 8 people, I managed vendor relationships, office equipment, facilities, and supply procurement. I also oversaw daily office operations, including coordinating catered team lunches, ensuring a well-supported and efficient workplace. My proactive approach reduced supply shortages and improved communication across departments, allowing teams to focus on their work without logistical delays.

Question 31

Responsibility #7: Cross-Team Collaboration & Process Improvements

Answer 31

Behavioral or Technical Competency: Leadership, Change Management, Innovation My Story Arc: I led an 18-member support team at Milliman, enhancing operational efficiency through improved workflows. I introduced a ticketing system for office requests, later adopted by other admin teams across the firm, which reduced response times and improved service quality. By fostering a culture of continuous improvement, I helped create more efficient and scalable administrative processes at the corporate level, typically being asked by Legal, Finance, and Security/IT for assistance in various special projects.

Question 32

Behavioral: Tell me a time you led a group and failed to reach a goal. What did you learn?

Answer 32

Holiday Party name tags, people volunteered to help in our registration/sign-in desk at the beginning of the party and what I learned is that it is better to have it in writing so it's easier to stick to knowing someone is depending on you to relieve hem.

Question 33

Behavioral: Tell me a time you worked in a group with conflict. How did you resolve it?

Answer 33

Performance Review Tool - leadership had many different ideas on office administration and were having difficulty aligning, so I met with each of them individually to get their hopes and concerns, at the following managers meeting I reviewied what the plan was for the year and mentioned I had talked to everyone, asked if anyone needed to address any concerns and from those two actions, we were able to roll out the new plan and all be in alignment

Question 34

Behavioral: Give an example of how your leadership increased productivity

Answer 34

Situation: At Milliman, I managed a team of 18 support staff in a fast-paced environment, where we struggled with inefficiencies in scheduling and communication across departments. Task: My goal was to improve coordination and streamline processes to increase productivity without overburdening the team. Action: I implemented a standardized workflow using shared calendars and automated reminders, reducing back-and-forth emails. I also introduced a weekly check-in meeting to address bottlenecks proactively. Result: These changes improved turnaround times by 30%, reduced scheduling conflicts, and increased overall efficiency, allowing the team to focus on higher-priority tasks.

Question 35

Behavioral: Tell me a time when you had to lead a diverse group with differing objectives/mindsets.How did you gain consensus?

Answer 35

? Review Tool - Individually Strategically worked through the most efficient way - asking and addressing their concerns and getting feedback to implement along the way - good information - if there were things I didn't know the answers to I would gather those and revisit with the executive later.

Question 36

Problem-Solving - measures how you approve problems: Tell me a time you encountered a roadblock at work. How did you get around it?

Answer 36

Legal management system was being implemented, it was stalling some of our contracts from getting through, I spoke with the Legal Department lead and asked them the best course of action and mentioned if I am experiencing this other probably are too in a kind and gentle way, we came up with a good plan for when we had urgent contracts or delays in contracts. Was there something they could do in the short-term to have someone with Legal knowledge triage the list? The new process was there was a intake attorney that would route or expedite as the first contact and that fixed it.

Question 37

Walk me through a process you invented that improved your work?

Answer 37

TIcketing system workflow for the team - team members could ask me questions via the system and get answers inside the ticket it belonged to and could reference for future. Information and knowledge management were all housed in the system (security/privact standards at that time)

Question 38

Tell me a time you solved a complex problem with a little discretion.

Answer 38

Personal life was affecting their professional life, they came to me to discuss. It was a very challenging situation and topic. I listened and I asked some clarifying question, I also asked who in the office currently knew or if anyone had overheard anything (so that I could meet with those people later). I directed them to the person/departments who could do something about it. And it was handled swiftly and with discretion. Keeping confidences, keeping people safe, and getting the right people together for the type of situation.

Question 39

Give an example of a time when you found a simple solution to a seemingly complex problem.

Answer 39

Situation: As an Office Manager at Milliman, I noticed that the team was struggling with tracking and approving invoices, leading to delays and confusion. The existing process involved multiple email chains and manual follow-ups. Task: My goal was to simplify the approval process and reduce the time spent chasing down approvals. Action: Instead of overhauling the entire system, I introduced a shared tracking sheet with clear approval deadlines and automated notifications using Outlook reminders. This allowed approvers to see pending invoices at a glance and reduced the need for follow-ups. Result: The new process reduced approval delays by 40%, minimized errors, and freed up time for more strategic work. It was a simple fix, but it significantly improved efficiency.

Question 40

Name a time you had to convince someone to do something they didn't want to do.

Answer 40

Train with Danielle - Harriet - challenging, she had a new employee she had to train before she was to go out on leave. This person would interrupt her, ask her why it worked this way. So, we came up with plan that she felt comfortable with executing. We reframed how she say the question asking. We broke the training up over two weeks. Training materials were sent in advance and any questions had to be received at least a day before the training.

Question 41

Tell me of a time when you disagreed with someone at work. How did you resolve it?

Answer 41

Situation: In my previous role, I spearheaded a Power BI dashboard project, securing budget and approval to enhance reporting efficiency. Since I wasn’t the primary user, I brought in a junior actuary as an advisory counterpart to ensure the tool met user needs. Task: As we built the dashboard, we disagreed on the structure and user experience—specifically, whether to keep all key metrics on one page or spread them across multiple tabs. My goal was to create a seamless, intuitive experience, while my counterpart had a different vision for usability. Action: Instead of letting the disagreement stall progress, we had a real-time discussion, focusing on our shared goal: making the dashboard as effective as possible. Since I had ownership of the project, I had the final decision, but I wanted to be collaborative. I proposed trying his structure but keeping the dashboard on one page for simplicity, allowing us to test and iterate. Result: We implemented the single-page approach, and it remained that way because it worked well for users. By balancing leadership with openness to feedback, I strengthened the working relationship and ensured the final product met both business and user needs.

Question 42

Give an example of a time when a co-worker wasn't pulling his or her weight.

Answer 42

Patty - switched her tasks to something that worked in her favor

Question 43

Results: how you hold yourself accountable for results Tell me about a time when you failed. What went wrong? How did you handle it?

Answer 43

Holiday Party Name Tags

Question 44

Give an example of a time you had an idea and you knew would have a positive result but were ignored by a superior. What did you do?

Answer 44

Situation: The leadership team was looking for ways to attract new talent to our practice. While our pay was competitive, competitors were offering 15% more, making it challenging to stand out. Task: I wanted to identify non-monetary incentives that could make our practice more appealing and improve retention. Action: I proposed offering perks like team lunches and snacks to foster a welcoming culture and emphasizing our strong training program as a key differentiator. I discussed these ideas with leadership, knowing they might not implement them immediately, but I kept the conversation open. Later, I followed up to revisit the idea. Result: Eventually, leadership decided to introduce team lunches, reinforcing a positive work environment and making our practice more attractive to potential hires. My initiative helped shape a more competitive and engaging workplace beyond just salary.

Question 45

Tell me of a time you had to work an extraordinarily dull or mundane task. How did you find the motivation to get the job done?

Answer 45

Dead storage project Situation: Our office had accumulated years' worth of outdated documents in dead storage, taking up valuable space and adding unnecessary costs. To stay compliant, we needed to clear, sort, and properly dispose of these records. Task: The project was time-consuming and mundane, requiring careful review and shredding of old documentation. My goal was to complete the task efficiently while maintaining accuracy. Action: Instead of tackling it all at once, I set a manageable goal of spending 15 minutes a day on the project. This kept it from feeling overwhelming while ensuring steady progress. I also stayed motivated by focusing on the bigger picture—reducing storage costs and keeping us in compliance. Result: Over time, the project was completed without disrupting daily work. By breaking it into small, consistent efforts, I ensured compliance, freed up office space, and saved the company money, all while staying engaged in an otherwise dull task.

Question 46

Give an example of a deadline you missed. What did you learn from it?

Answer 46

Report - different departments

Question 47

Tell me about a time you took a calculated risk

Answer 47

Researched review software for when the person handling it would retire, cost + training Or lunches on a day when all managers were gone and unavailable

Question 48

Give an example of a time you had to work with incomplete data or information.

Answer 48

?

Question 49

Tell me about a time you had to make an unpopular decision

Answer 49

catering lunch pricing - dropped down as the practice grew

Question 50

Give an example of when you had to choose a lesser of the two evils. What factored into your decision?

Answer 50

? -

Question 51

Tell me a time you made a wrong decision. What did you learn from it?

Answer 51

Leah

Question 52

Continuous Improvement - commitment to excellence Tell me a time you improved a process that didn't necessarily require fixing.

Answer 52

Admins helping people in the practice - ticketing system

Question 53

Tell me a time when you made a mistake at work. What did you learn from it?

Question 54

What is the work achievement that you're most proud of?

Answer 54

early career, project management, doing great work in a pinch (took some calculated risks) - ordering extra cables, and building in more time buffer, calling to make sure we have proper zoning for where we were delivering to

Question 55

Give an example of a result that didn't turn out as expected. What did you take away from it?

Answer 55

The new review software promised a feature they didn't have and I had to jimmy-rig the system to get it do what I wanted. I learned that I talk to the developers and do a small test case before purchasing or request a demo to address our most pressing issue. (Is this something you have done before, in writing will you confirm and if you cannot we get a refund and will go to a different vendor)

Question 56

Tell me a time you had to work a specific standard. How did you ensure compliance?

Answer 56

RFPs - 100 pagers Read through and outline as I went I pre-marked where I saw obstacles Where I needed wet signature from c-suite people who were hard to get to Specific complex requests where I needed a handful of experts to answer certain questions. Set up a project plan Kick-off meeting Expectations Assign roles Ask people where the could see issues, what would prevent us from getting this done I would tell them what I saw I would indicate how the work was going to be done and in what order, revisions schedule and sign-offs very effective and always appreciated

Question 57

Relate a time when you needed to analyze data to find a solution.

Answer 57

??? - in office measures

Question 58

Walk me through a complex task you had to organize.

Answer 58

RFPs

Question 59

Give an example of when you had to prioritize multiple projects. How did you decide what order to approach them?

Answer 59

impact-focused, timeline, and shareholder input

Question 60

Customer focused: Give a time when you not only met a goal, but considerably exceeded expectations.

Answer 60

Insurance?

Question 61

Share a time when a customer was unhappy and what you did to resolve it.

Question 62

Tell me about a time when a customer didn't notice an issue but you did. What did you do?

Answer 62

?

Question 63

Communication: Tell me about a time when you had to deliver some bad news to someone. How did you approach it?

Answer 63

Harriet

Question 64

Name a time when someone misunderstood you. How did you address it?

Answer 64

?

Question 65

Give me an example when you had to convey a particularly detailed/complex set of instructions to a coworker. How did you make sure nothing was missed.

Answer 65

Find out how they best take in information, review it with them, send the a followup email with expectations we reviewed. Followups, and check-ins. that any obstacle or something throwing this off course I needed to know about immediately

Question 66

Organization - how do you keep yourself organized - Tell me of a time when you missed an essential step in a process. What did you learn from it?

Question 67

Give an example of when you had to manage multiple deadlines. How did you make sure nothing slipped through the cracks?

Answer 67

Compliance audit - physical and digital client files, confidential information tagged.

Question 68

Risk-taking - when did you take a risk, make a mistake, or fail? How did you respond, and how did you grow from that experience?

Answer 68

Craig's client deck, 3 versions - user friendly Learned to give him what he asked for It was really difficult to let him walk into a client meeting with that deck. I had just done research on our competitor and their decks and marketing.

Question 69

Give a time when you challenged the status quo and met resistance.

Answer 69

Review tool

Question 70

Tell us a time of when you innovated a process that was already working well

Answer 70

(lunches, systematized it and create a form to collect feedback and excel to track our spending for analysis throughout the year and during the year.

Question 71

Influence - tell me a time when someone disagreed with your opinion. How did you handle it?

Question 72

Have you ever had to convince someone of your position? How did you get them to consider your viewpoint?

Question 73

Tell me when your boss disagreed with your direction, even when you were convinced it was the best way. What did you do?

Answer 73

Lunch approvals for 8 people.

Question 74

What does Terrell do?

Answer 74

I serve as the Deputy CISO and Vice President for Privacy and Compliance within the Microsoft Security division. As part of my remit, I also work across the many Microsoft engineering sites in the US East & Gulf Coast region to build Microsoft’s presence and an inclusive community for the thousands of engineers who live and work here. During my time at Microsoft, I have led numerous product organizations across enterprise customers, small and medium businesses, and education. I am a builder by nature and hold a particular passion for the user experience and building diverse and inclusive teams. I am a founding member of numerous Microsoft women's communities and an advocate and ally to many other diverse communities in technology. Through my work, I aim to change the face of our industry so that it reflects the humanity we are here to serve. I am eternally grateful to my husband and daughters, who are my true happiness.