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What are the key lessons you've learned about building high-performance teams that actually move the needle?
 
You’ve described the classic “SWAT team” lifecycle: small, focused, agile—and then scale brings complexity and drag.
What’s one example from your career where you saw that SWAT energy sustained—or completely lost—when scaling? What was the key difference?
At Walmart scale, structure is inevitable.

How do you personally balance the need for speed and experimentation with the operational rigor required in a global enterprise? How do you know when it’s time to add process—and when to get out of the team’s way?
 
You mentioned protecting velocity and preserving that tight customer feedback loop. How are you using GenAI to enable that today? Can you share a concrete way GenAI is helping Walmart teams make faster, more informed decisions?
 
You’ve worked across startups and Fortune 1. What genuinely excites you right now?
Is it the technology, the scale, the people challenge? What’s keeping you energized as you lead this next chapter of transformation?