Episode 252

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Published on:

8th Nov 2023

Exploring the Future of Digital Advertising with Kya Sainsbury-Carter

This week on the podcast, Brent is joined by Kya Sainsbury-Carter, the Corporate Vice President for Microsoft Advertising. During the episode Kya kicks off by sharing her personal journey, from studying international business at the University of Arkansas to her unexpected but rewarding career in technology. As they continue in the episode, Kya discusses the rapidly changing landscape of advertising and how Microsoft is driving innovation in this space. Kya also highlights the diverse range of products and platforms that Microsoft offers for advertising, including MSN, Bing, Outlook, Xbox, and Skype. She explains how Microsoft Advertising works closely with advertisers, agencies, and publishers to find audiences within the Microsoft ecosystem and extend their reach across the web. Finally, Kya emphasizes the importance of building a business that matters and the goal of making a substantial impact in the industry.

Transcript
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Kya Sainsbury-Carter: Advertising. It's funny. I always say like,

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we're in this really rapid period of change. And people

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around me say like, it's always in a rapid period of change.

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That's not a differentiator.

Brent Williams:

Welcome to the Be Epic podcast, brought to you

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by the Sam M. Walton College of Business at the University of

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Arkansas. I'm your host, Brent Williams. Together, we'll

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explore the dynamic landscape of business, and uncover the

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strategies, insights and stories that drive business today. Well,

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today I have with me Kya Sainsbury-Carter, and Kya is the

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Corporate Vice President for Microsoft Advertising, and is a

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proud Walton College alum. So Kya, thank you for joining me.

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Kya Sainsbury-Carter: Thank you so much for having me. I'm

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thrilled to be here.

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We're excited to have you engaged and well, one,

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what an exciting time I would think to be at Microsoft

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advertising. And maybe just let's start there sort of like,

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tell us a little more about what you do at Microsoft.

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Kya Sainsbury-Carter: Sure. And you know, probably it's helpful

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to tell you a little bit about my how I got here from from my

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experience at the University of Arkansas. I have spent most of

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my career in technology. And I got started in tech, probably

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pretty randomly, to be honest, I didn't, it wasn't wasn't the

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plan, necessarily. But as I grew in tech, I became more and more

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interested in getting closer to the customer to the end

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customer. And in terms of how we use the internet, to facilitate

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the engagement that we had with our customers, so that was at

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Compaq. That was at Hewlett Packard, I worked at a startup.

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And the way that I came to Microsoft is that when I worked

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at a startup, I was running a whole product from sort of end

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to end on the business side, you know, doing market research,

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writing specs, doing business modeling, and I was also doing

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the marketing. And as a part of the marketing, we were doing

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some search marketing. And so I started learning about

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advertising, and loved it, was super interested in it. And it

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was a huge growth space. And so I transitioned from more of a

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technology product angle in my career to moving into digital

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advertising. I worked at an agency managing a big team at an

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agency and then was hired by Microsoft, as Microsoft was

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building out an ad business. So that's how I got here 17 years

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ago. And I've done pretty much all the things there are to be

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done except for technical roles in the ads business. And in this

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role running Microsoft Advertising, I look across all

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global sales marketing operations support functions,

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and then work very, very closely with my engineering partner who

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will be jointly manage the business together manage the p&l

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together, to monetize Microsoft's assets through

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advertising, and to act as a monetization engine for the web

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for other companies as well. And so we have both a large, what we

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call owned and operated business with MSN, with Bing, with

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Outlook, Xbox, Skype, and more. And then we also work with many,

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many partners outside of the company, as a monetization

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partner, and of course, many advertisers and brands around

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the world. So it's, it's a very fun and interesting job very

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intense, high paced, building a business at Microsoft is really

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interesting, because building a business here that matters means

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it needs to get to be pretty big, we're an $18 billion

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business now, and looking to grow and take share and become

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substantially more impactful in the industry.

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And so you know, you mentioned the various if

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platforms is right, or products that Microsoft has, and so

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you're able to sell, I guess, advertising on behalf of

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customers across all of those different products. Is that, is

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that correct?

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Kya Sainsbury-Carter: Yeah, so we so we do a few different

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things. So we will go out and work with advertisers and

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agencies, ad agencies to buy inventory on our platform. So

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it's find their audiences within the Microsoft ecosystem. And so

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that's a big part of what we do. And then we can also help them

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extend those audiences looking further across the web. And then

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we also work with publishers very closely who are looking to

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monetize their own content. And we are their ad tech partner, we

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bring them demand from the advertisers and agencies that we

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work with. So we have, I'd say a couple of different ways that we

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work with the industry to either find audiences where we are or

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to find their audiences elsewhere to to expand from

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there.

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Now was, you know, you found yourself in

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technology. Did you really have technology in your background

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academically I, or did really, that just kind of become the

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path and you grew and learned throughout your career?

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Kya Sainsbury-Carter: Honestly, it just became the path. When I

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was at the U of A, I was focused on international business, that

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was my passion. And I had transferred. And so as a

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transfer student, I also had a bunch of other rigmarole that I

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needed to deal with. So. But that was my that was my primary

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passion. And then I went and got an MBA also focused in

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international business. So my main focus was on how to how do

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I get into roles where I can be navigating complex, global

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multinational dynamics on the business end of things. And

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that's both exciting, but also really, really broad, because

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you could basically work anywhere, and do anything as

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long as it was a company that worked outside the US. And so I

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ended up actually, in my first job out of grad school, I was in

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finance, because I had loved my finance classes. And I had a

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great learning moment, which was I was decent at finance in the

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classroom. But I was not, it was not my talent in the practical

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world, and I didn't love it, it did not love me. And so I just

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went looking for something else. And I applied for a job online

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in 1996. So as you can imagine, dial up, that was a really slow

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process.

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Yeah.

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Kya Sainsbury-Carter: And somehow out of the mound of

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resumes, Compaq said, we want to hire you for a product marketing

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role. And I said, sounds great. And we moved to Houston. So the

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thing I would say, I think about myself, but in general is like I

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was willing to take risks and move away from what I studied to

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some degree from finance, in order to go and find this global

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exposure and, and technology is what found me and I found it and

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we really loved each other. So then I was on that path. And it

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made sense. But no, I'm not a technologist. I'm not a

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technical person by trade, or education, I think I have a

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passion for what technology helps us accomplish. And I have

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a passion for what technology helps us do in terms of drive

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impact at scale. So I've always really been drawn to that. And

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you can do a lot of really interesting multinational

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business in these spaces, and there tends to be a lot of

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building, you know, building a new business, a new product, a

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new capability, going into a new market. And I'm a builder. And

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so you sort of never seem to run out of opportunities to grow and

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continue learning. And yeah, that's why I've been at

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Microsoft for 17 years in the same business unit. Because I

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have never run out of interesting things to do, where

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I'm growing and have an opportunity to take on more and,

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and be ambitious about the impact that we're driving. And,

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and so I've never seen any reason to leave and and they

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keep wanting me here, so I'll stick around.

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Well, it seems like it's been a really good

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fit, looking at your career trajectory. You know, digital

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advertising, you know, over the last. You've been in it for many

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years now. You've seen it, I know evolve probably rapidly at

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times, maybe rapidly now. I'd love to have your view of how

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you see it evolving and changing, and maybe even what

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are some of the things you're excited about for the future?

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Kya Sainsbury-Carter: Yeah, definitely. It's like

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advertising. It's funny. I always say like, we're in this

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really rapid period of change. And people around me say like,

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it's always in a rapid period of change. That's not a

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differentiator. But it's an interesting time right now,

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because of a few different dimensions. You have, you have

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this time where we have more and more and more content creation

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on the web, of all types, whether that's, you know, social

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media, whether it's niche news outlets, whether it's, you know,

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creative type of stuff. There's there's more and more content,

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which is great for consumers. And then there's also a need to

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support that content creation, financially through either

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subscription models or through advertising. At the same time

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that that dynamic is happening where you need more advertising

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that works and that is effective and relevant for advertisers.

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Now their regulations are really changing the game. So you have a

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number of well intended, and I think directionally correct

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regulations that are happening globally and locally, that are

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driving pretty tectonic changes in how digital advertising is

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executed, and how efficient it is for advertisers. So that's

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sort of an interesting juxtaposition, if you will. And

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then you add on generative AI really exploding, which is going

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to enable, you know, exponential steps forward in things like

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mass personalization of offers and ad copy and mass creative

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development where you could get one ad creative, and I could get

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one and 10,000 other people could get their own based on

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what would make most sense to us. So you have this this

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period, that's that's happening or starting to kick off now that

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is going to drive this like really remarkable level of

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increased experiences for consumers. And it should be more

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efficient for advertisers. And it should drive improved

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outcomes for content owners, news publishers. So all of this

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is happening at the same time. And I think all of it together,

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at the same time means that you advertising is in a period not

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of rapid change, which is generally what we would say, but

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is in a true period of transformation. And our position

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from a Microsoft advertising perspective. And as a partner of

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these primary stakeholders in the advertising ecosystem, you

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have consumers, you have advertisers, and brands, and

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then you have publishers, is that these changes that that

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we're driving and participating in, should be grounded and

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purpose driven transformation versus massive disruption.

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Because it feels like a very disruptive time. And disruption

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can be great. But it also can be exhausting and take a lot of

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resources. And so you have companies, advertisers, brands,

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agencies, whoever, you know, they they're tired, people are

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tired, they're spread thin, they're taking on new

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capabilities with fewer employees, the market needs are

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shifting, and they're complex. And so we look at advertising

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shifting and say, okay, this is exciting transformation is

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exciting. How can we work together with our stakeholders

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to innovate with purpose, versus to disrupt, so that we can all

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come along on that journey in a way that's pragmatic and

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realistic. And I think that is very helpful in terms of us sort

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of speaking the same language with our clients, with our

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partners, and working constantly to make sure that we're aligned

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versus often running, doing our own thing.

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What a wonderful point and thought, and that is

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that that positioning of purposeful transformation, I'm

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sure it allows you to sort of ground yourself, it almost feels

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like it allows you to gather yourself in a in a space that

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I'm sure if you allow it to look chaotic, could because there's

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so many options out there. But I assume that that's a way to

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really start getting alignment toward where you want to go

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together as partners.

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Kya Sainsbury-Carter: Absolutely, absolutely. And we view it as a

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as a big part of sort of our brand promise is, it will

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absolutely we are innovative. We have the power of Microsoft

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behind us from a machine learning and an AI perspective.

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We have the power of Microsoft behind us in terms of running on

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trust and viewing privacy as a human right. And these are very

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important things to drive meaningful innovation. But

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grounding ourselves from a brand perception and a brand promise

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perspective in innovating with purpose does help us focus and

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it also helps I think our clients feel like we're not

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disrupting for disruptions sake. We're not disrupting for our own

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sake and our own benefit. But we are looking at at how do we

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solve our joint problems and pursue our joint opportunities

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and ways that are purposeful for both of us. And it's very

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clarifying.

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The yeah, the societal benefit, if you will,

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that that advertising allows, I think is truly very purposeful.

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And I can understand why, why you and your team would would

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rally behind that purpose. You know, you mentioned AI, and you

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know, it made me think about how do you think we will see AI,

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conversational AI really start to transform search marketing

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and the future probably already is but what are some of the

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things you're seeing and interested in going forward?

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Kya Sainsbury-Carter: Yeah, it's, it's an exciting time to

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be in this job, I'll be honest, you know, there's not always

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something so exciting going on as the entire world's changing.

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So I feel very lucky to be in this job, particularly in this

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moment. And I'll start with saying, you know, we're in a

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period of learning, both, both internally and together with our

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clients and partners. So I think the definitive answer on how AI

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will say will change search marketing is is somewhat of an

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evolving topic, which makes it both really exciting, it also

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makes people a little bit nervous about the unknown. But

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but I, I constantly feel like it's important to sort of state

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that we're not in a place of definitive knowledge, we're in a

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place of evolving knowledge, I'd categorize the change that we're

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seeing, and that we anticipate continuing to see really in

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three areas. One is around the consumer behavior and consumer

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experience. One is around the advertiser opportunity. And then

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the third is around the publisher evolution and how

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publishers are engaging. And we're seeing probably the most

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on consumer behavior, because that's sort of the tip of the

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spear on this. But when you think about consumers engaging

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with search, which is now not a new thing, that's a very

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standard thing that people do if they have broadband access. But

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it was a few things that we're observing that will drive change

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include things as basic as, like search queries, if you go in to

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Bing, you, you had search queries are become becoming

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longer and more conversational. And that makes sense. I mean,

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you would anticipate it if you've used chat. But it's been

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interesting to see in practice. So you previously, I might have

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gone in and typed, like three words to try and explain what

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I'm what I'm trying to accomplish. And now I'll type

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like three sentences that really get extremely precise on what

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I'm trying to do. So that that's the first thing. We're also I

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think, naturally seeing more queries in the form of a

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question. And so you're, you're seeing people behave a bit

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differently there, which enables a lot more as an advertiser,

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because you understand, actually, and it of course,

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enables a lot for Microsoft advertising, because we

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understand what someone's actually looking for. So we can

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provide it to them and provide a better experience. We're also

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seeing the consumer decision journey like that, you can see

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online has more searches and more breath, because it's easier

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to converse, essentially. So that you don't get annoyed and

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walk away and go into a store you, you keep asking questions

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and keep refining your understanding. But we're seeing

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that that the length of time in that decision journey from

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starting to do some high end, or high funnel level research to

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actually like making a purchase decision is decreasing. So that

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is really interesting. If you're, let's say in the

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automotive industry, if that decision journey goes from a

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couple of months, where you do a ton of research, and you go to

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some dealerships, and you test drive some cars, and then you do

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more research, and you know, whatever your process is, and it

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goes down to a few weeks. That's really substantial shift in

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terms of the role that search marketing can play. Obviously,

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it's only one piece in terms of all the forms of advertising

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that exist, but it's really interesting. So there's a lot

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going on on the consumer side, as well. From an advertiser

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perspective, you know, it's very much it's, it will change many,

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many, many things. There's the ad units that can be offered,

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that will change and the way in which consumers are engaging

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with those ad units, of course, but there's also, I was

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mentioning before, the opportunity to drive mass

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personalization. And so if you're a brand, and you're

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trying to tell your story, or make an offer to Kya, that is

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not the same offer that you are going to be interested in. Right

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now, we're both going to probably see a similar offer.

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Maybe there'll be geographically diverse, but we're probably

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similar in age and you know, how we the things that are happening

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in our lives. And so we're going to see the same type of

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demographically oriented offer versus an opportunity to show me

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something that really works for me and show you something that

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really works for you to show me a creative that will resonate

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for me and you you know want a different one and 10,000 other

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people a different one. So there are some pretty substantial

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shifts that AI will bring that are really very exciting when

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you think about where you apply your talent, that you can apply

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them to higher order work that's more valuable, more interesting

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drives better outcomes, and get this incredible outcome for your

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customers. So it's really, really exciting. And we also see

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a lot of interesting outcomes on the publisher side of things

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where, you know, people are investing tremendous amounts of

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money, creating great content and great experiences, and

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having an opportunity to monetize that in different ways

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that makes sense in the context of a given publisher, given

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vertical. So I think I could talk about this for days, but

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the short answer is, it will, it will change everything, but it

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won't necessarily be overnight, because the consumer has to

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change first.

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Yeah. Yeah, do well, you've already you

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answered this, to some degree, you know, the consumer's

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changing the way they're engaging with search. Did you

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say has there been a change happening over time? And then

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maybe, you know, the, I guess the launch of publicly available

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chat tools have really caused that to explode. Did you already

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see some of these trends? And have they increased with like,

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for example, you know, the release of ChatGPT earlier in

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the year?

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Kya Sainsbury-Carter: Not to my knowledge, in terms of the what

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we look at. No, I wouldn't say that we were seeing some of

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these trends, the technology, I think, the way that search grew

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up, created an unnatural inorganic behavior, right, like

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the way that you typically have searched. And then you see 10

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blue links. And you know, we've, Bing, on Bing, we've innovated

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on those 10 blue links quite a bit, but the way that you search

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was ground into you. And so people started to search in a

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way that is not how they would have actually asked a question.

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So this is Kya's opinion, this is not Microsoft, well

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researched opinion. But in that construct, it feels like we're

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going back to what, what is more natural, and is, of course, more

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conversational. But the technology needed to enable it

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by by creating a good outcome. Because if you use the

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traditional surge, you know, as I play around with this a lot,

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put something in chat. And then to put the same query in, in

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traditional search, you know, you do not get at all the same

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type of outcomes. And so they're actually both very valuable. If

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I want something really, really simple, I still use the

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traditional search route, because it's easy, and it's

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fast. If I want something that I don't think is simple, and that

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really requires me to provide more detail, then I use chat.

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And so that I think is another interesting behavior that we're

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seeing is you come for chat, potentially, because it's cool,

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and it's exciting, and it's different. But you will end up

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using both. And that's also really empowering for consumers,

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which is that we're not saying now shift over here and only do

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this, we're saying this is really great in certain

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scenarios, and we're going to make it a great experience for

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the consumer, we're going to help advertisers make money from

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it, we're going to make sure publishers benefit. But this is

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also super valuable. And so let's not lose sight of this.

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And together, they are powerful.

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I love that. It's an and between between the

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tools that we can customize as we learn as consumers. You know,

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when you, one thing I was wondering, as you were talking

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maybe particularly let's let's focus on advertisers. It seems

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like you know, there's a lot of options out there. And how do

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you help advertisers really understand the value that

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they're creating through your platforms? I'm assuming closed

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loop reporting and analytics are a key way to do that. But just

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what's the what's really important to advertisers as they

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think about why do I want to partner with Microsoft

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advertising to reach consumers?

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Kya Sainsbury-Carter: Yeah, well, it's the million dollar

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question. Of course, there is a lot out there. And and we look

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at it. I mean, certainly, if you get down to the very tactical

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and practical levels, you know, having all of the right type of

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measurement and attribution reporting and tools that help

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advertisers build confidence that they're seeing outcomes

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from the money that they're spending, of course, those are

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table stakes for even being in the conversation, you know,

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viewability those types of things. If, if you're coming and

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you don't have that, then that is a very difficult conversation

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to even be to even get to the table and be in the actual

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dialogue. But I think, you know, at sort of the higher order,

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like why do business with Microsoft advertising, we look

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at it as we have something that no one else offers in the

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market. And breaking that down into its component parts. And

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helping advertisers understand that and then helping them

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understand how they would execute within that ecosystem is

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the story that we have to tell. But, but we believe that we have

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something that no one else offers in the market, in terms

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of the breadth and depth of our ecosystem. From an audience

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perspective, if you look across what Microsoft brings into the

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market, the users of those those products and the audience that

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that creates, for us, it's incredibly powerful. That

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encompasses you know, everything from windows, all the way to

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Xbox, and sort of everything in between. Then, if you drill down

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a little bit into how we bring that to life, you know, we have

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full funnel marketing solutions that cross every channel, every

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segment, we're global. But that audience piece is the big piece

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in terms of, you know, no one else has this because at the end

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of the day, advertisers, brands, agencies are looking for How can

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I find my valuable audience, as much of it is possible, in a

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reputable environment, that is privacy first, that cares about

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my data, that that is less, you know, not so focused on making

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their own money that they will, you know, make decisions that

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are bad for my business, and then how do I bring that to life

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in an efficient way that works within my ecosystem so that I

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don't have to, like, hire a whole new team to work with

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Microsoft or to work with whoever. And then of course, it

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has to perform. And those are the table stakes. But I think

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that that's really that's where I have our team focused is

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telling that higher order story and making sure that advertisers

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see that value that we can bring, that is really unique. If

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you look from you know, from windows, to, to having a news

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publisher with MSN, to having a social business network was

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LinkedIn to having a retail media platform to having Outlook

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to having Xbox as a gaming platform to having Bing as a

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search engine, like you keep adding these pieces, we've,

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we've acquired several companies in the last few years that have

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really brought a lot to our tech stack, so that we can execute in

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ways that make sense for advertisers. And then at our

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core, you know, we are an advertising business. So we have

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all of these other pieces that make sure that it is performant,

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which is of course, at the end of the day, what is going to

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bring that advertiser back to do it again. So it's all of that

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and, and we are, I think right now in a really interesting

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place around telling that story and having all those pieces

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together in the same place.

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Well, it is truly an amazing suite of

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products that you get the chance to, to provide to the

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advertisers. Truly amazing opportunity. Well, you know, we

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started a little bit with your journey to to where you're at

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today. And maybe just a slight twist on that, you know, as

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you've gone through this career journey, might get you to

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reflect a little bit on a couple of questions. And the first is

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just like, how have you seen your leadership style develop?

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And, and who are you as a leader that's leading a really large

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business and assumably a pretty large team?

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Kya Sainsbury-Carter: Yeah, it's it's been an interesting

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journey. I think, lots of people and I certainly always thought

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this about myself, have some natural leadership skills or, or

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interest at least. And then of course, you need some actual

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experience to help you bring those skills to life and, and

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really develop them. I think, you know, my leadership style

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has changed probably the most dramatically from leading by

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doing versus, you know, leading by coaching and enabling and

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empowering and of course, you have to do that as you scale.

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That's impossible to be effective as you scale if you

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don't make that change, but, but I started making that change

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much earlier when I was managing smaller teams by just seeing

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that leading by doing doesn't really resonate with people.

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People don't feel empowered to grow if you step in front of

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them to do it for them and then hope that they learned. And you

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know, I remember I worked at Piggly Wiggly when I was in high

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school, which people outside the South would not know Piggly

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Wiggly, but I'm sure you do. And I had this really distinct

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memory of, we had someone new who had started who was older

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than I was, by probably, I don't know, four or five years maybe.

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And, and her the age is only important in that I'm sure she

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had lots of wisdom and capability that I didn't have

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because I was 16. And I was training her and I just kept

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stepping in front of her and doing things at the cash

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register. And finally, she was mature enough to say, this is

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not helpful to me. I need you to teach me so that I don't need

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you anymore. And I can do my job by myself. And so even from the

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earliest of times, I think you you receive leadership lessons

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from people that consistently say, help me be great, so we can

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be great. And that that has been probably my biggest life's

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learning because I have a bias for action, I like to get things

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done. I don't mind rolling my sleeves up. And so at each stage

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of leadership, as I take on a bigger team, or broader scope,

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or more global or whatever it might be, there's a need to

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continue reinventing yourself in that way. And you know, I lead a

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team of about 1,500 people, I can't obviously roll my sleeves

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up and do everything. That would both be ridiculous, and also me

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failing to do my job effectively. But I need to roll

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up my sleeves sometimes, and do some things. And so finding that

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right balance, and building an environment or cultivating an

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environment where people feel valued and empowered, and like

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they will receive coaching, where it's okay to take risks

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and to fail. And to try again, has been an evolution that I

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have been very aware of. Because I've been I've had the gift of

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lots of feedback. And, and lots of people in my life who've been

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willing to be super honest with me and say, hey, these things

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work, and these things don't and, and a lot of them have been

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sort of on that, that trajectory and that topic.

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Well, Kya, that resonates with me personally,

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just that that transition, you know, from doer to leader,

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actually can be a real challenging one. But, but you're

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exactly right. You know, you do find I agree with you, that you

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find that when you work on empowering and serving and

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helping and teaching your team that, you know, the the

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multiplicative impact is so much greater than anything you could

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have done as a doer that becomes very, very rewarding. You know,

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the Walton College, you know, we have, we have about 8,000

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undergraduate students and, you know, 600 or so graduate

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students. And, you know, if you were to put yourself back in

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those shoes, of being, you know, an undergraduate student that is

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about ready to go out into the workforce based on everything

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you've learned, what's one piece of advice that you would give?

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Kya Sainsbury-Carter: My biggest piece of advice is to take

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risks. And I think you have to frame risk taking against your

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own personal risk profile, which is important. What is risk to

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one person that's acceptable is not the same to another person.

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But take risks with things that make you uncomfortable, that

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aren't conventional, that aren't what all your classmates did.

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It's not for everyone, but it's definitely been right for me,

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and I'll share a couple of examples. You know, I when I got

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out of high school, I couldn't wait to get out of Arkansas and

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I went away to school. And I was livin' my non Arkansas dream.

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And it wasn't for me. I didn't like the city I was in the

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school was expensive. I was going into debt. And I

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transitioned to back to Arkansas, the place I was trying

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to leave and everyone around me thought that was absolutely

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insane. And it felt risky. Because everyone said what are

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you doing? You're on a track. Why are you changing your track?

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And it felt right to me. I had been to summer school in

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Fayetteville. I had loved it. I had lots of friends there. It

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was affordable. The classes were great. And so I did it. You know

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and I similarly when I moved to Houston to work at Compaq, like

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I didn't know technology. I don't know why they chose to

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take a chance on me. But I seize seized that chance and said,

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okay, like, I'm gonna try that. And I had never worked in

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advertising. But the the sort of opportunity presented itself as

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I was learning. And it was a growing space where I knew that

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I would be able to do some really interesting things. And

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so I took a chance on that. And it's been an unconventional

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path. But it's been a path where I have learned businesses in a

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very breadth and depth way. And I've always had a job that I

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liked. And that was interesting. And so that's my, my advice. It

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doesn't have to always be financial risk. That I mean,

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that makes me very uncomfortable. I don't like

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taking financial risk. It doesn't always have to be

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existential risk. But you have to be stepping outside your

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comfort zone and taking chances on yourself, and taking chances

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on new functions, jobs, companies, cities. And when you

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do, I think really interesting things happen. And sometimes it

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doesn't work out and it's okay.

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We're certainly proud of the of the career that

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you've made, and particularly at Microsoft. So thank you for

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being willing to share your wisdom with us today.

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Kya Sainsbury-Carter: Oh, well, thank you so much for having me.

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On behalf of the Walton College, thank you for

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joining us for this captivating conversation. To stay connected

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and never miss an episode., simply search for Be Epic on

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your preferred podcast service.

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About the Podcast

Be EPIC Podcast
Welcome to the Be Epic Podcast featuring Brent Williams, interim dean of the Sam M. Walton College of Business at the University of Arkansas. In each episode, you will hear from guests that will inspire you to be epic. As experts in their field, they will emphasize strategy, leadership, and entrepreneurship. This programming will highlight innovation and cutting-edge information that will leave you wanting more. Be sure to connect with Brent Williams on LinkedIn to join the conversation, access show notes and discover fantastic bonus content.