Editorial
-Alaya
Brown
Inspiring a New Era of Leadership
Inatimewheninnovation,purpose,andinclusivityare
reshapingindustries,fewleadersembodythis transformativespiritquitelikeCecelia“Cece”Carrera
Asthevisionaryforcebehindagrowingpet-techempire, Ceceliaisnotonlyredefininghowwecareforouranimal companionsbutisalsocarvingoutanewparadigmforwhat femaleleadershiplookslikeinthemodernage.
At Insights Success,we’reproudtofeatureCeceliaCarrera as The Trailblazing Leader to Follow in 2025—arecognition notjustofherbusinessacumen,butofherfearless commitmenttovalues-ledinnovation.Herjourney,as detailedinourexclusivefeature,revealsaleaderwhoblends technologywithempathy,strategywithcompassion,and disruptionwithpurpose.
Fromfoundinghercompanyoutofagenuineloveforpetsto scalingitwithcutting-edgetechnologyandsustainable practices,Ceceliarepresentsthekindofleadershipthefuture demands.Butwhatsetsherapartisherunrelentingmission tocreatespaceformorewomenintechand entrepreneurship—byleadingwithauthenticity,advocating forequity,andmentoringthenextgenerationof changemakers.
Herstoryisnotjustinspiring—itiscatalytic.Itchallenges long-heldnorms,sparksnewconversations,andexemplifies thepowerofblendingpassionwithprogress.
Aswecontinuetospotlightindividualsshapingtomorrow’s businesslandscape,CeceliaCarrerastandsoutasabeaconof resilience,innovation,andinclusivegrowth.Wehopeher journeyencouragesourreaderstothinkbigger,leadbolder, andbelievemoredeeplyintheirabilitytoeffectchange.
How Cecelia Carrera Is Building a Pet Tech Empire—and a New Model for Female Leadership
contents
18
ARTICLES
A Leader’s Guide: Mastering the Art of Decision-Making
Building Resilience: How Great Leaders Thrive in Crisis
Art
Business
Business
Digital
Co-designer
Marketing
TheTrailblazingLeadertoFollowin2025
How the BistroCat CEO is transforming a daily chore into a data-powered wellness platform—while showcasing how women can lead with heart and command with clarity.
Legacyisn’taboutscaleorstatus.For
Cecelia “Cece”Carrera, BistroCat FounderandCEOof ,it’s aboutimpact.She’snotonlybuildinga breakthroughinpettech—she’sredefiningwhatitmeansto leadwithbothvisionandpurpose.
BistroCatistheworld’sfirstfullyautomatedwetcatfood feeder:apatent-pendingdevicethatopens,serves,and cleansupmealswhiletrackingfelinehealthdatainreal time.It’sasmartnutritionsolutiondesignedformodernpet parents—butthestorybehinditisasmuchaboutstrategyas itisaboutempathy.
“Iwantpeopletoseethatyoucanbuildacompany,raisea family,andleadwithintegrity,”Carrerasays.“Ididn’thide mymotherhood—Ibroughtitintotheroom.”
FromCPGChallengertoCategoryCreator
CarrerabuiltherfoundationatBrightPetNutritionGroup, startingine-commercemarketing.Butcuriosityledherfar beyondherjobdescription.
“Istarteddiggingintooursalesdataandrealizedwewere consistentlyshort-shipping.Welostover$200,000in revenuethatyear,”shesays.Insteadofstayinginherlane, shebroughtittoherboss—andaskedtogetinvolved.
Hesaid,“Yes.”
Thatgreenlightunlockedaseriesofinternalshifts.She movedintooperations,listenedtoprivate-labelclients,and beganquestioninglegacyapproachestoformulation.Once again,sheaskedtogodeeper—intonutrition,quality,and R&D.
Again,theanswerwas,“Yes.”
“Iendedupdevelopingformulasforoneofthelargestpet retailersinthecountry,”Carrerasays.“EverytimeIasked tolearn,Iwastrustedtofollowthrough.ThatshapedhowI leadtoday.”
HertimeatBrightPettaughtherthatthebestinnovation doesn’talwayscomefromthetop—itoftenstartswitha questionnooneelseisasking.
AStrategicPivotTowardPurpose
Carrerajoined tobroadenher TheJ.M.SmuckerCompany platform,workingonestablishedbrandslikeNature’s RecipeandRachaelRay’sNutrish.Afterthecompanysold themajorityofitspetdivisionto ,shewas PostHoldings tappedtohelpbuildtheinnovationfunctionforthenew billion-dollarunit.
Butwhentherolerequiredrelocation,shechoseadifferent path:launchingherownventure.
“Asalifelongcatowner,Iknewwetfoodfeedinghadn’t evolvedindecades.Ikeptthinking,‘Whyhasn’tanyone solvedthisyet?’”shesays.
Shepartneredwith ,atechentrepreneurand PeterFranklin newcatparent,whosharedherfrustration.Together,they builtBistroCat:afullyautomatedwetfeedingsystemthat bringsconvenience,hygiene,andhealthmonitoringtothe fingertipsofpetparents.
It’smorethanafeeder—it’sawellnessplatformthatgives ownersinsightintoeatingpatternsandbehavioralshifts, creatinganearlywarningsystemforfelinehealth.
ExpandingtheEcosystem:FoodPartnershipsandData Intelligence
BistroCatisn’tjustsolvingaconsumerpainpoint—it’s unlockingadata-richopportunityfortheentirepetcare ecosystem.Throughitslicensingmodel,thecompany partnerswithpremiumfoodbrandslikeHound&Gatos andCatit,whoearnroyaltiesonBistroPodsaleswithout carryingtheburdenofinventoryrisk.
Inreturn,brandsgainreal-timeperformanceinsightsinto howtheirfoodperformsinsidethehome.Whatflavorsdo catsfinish?Whatformats—likepâtéorshredded—leadto repeatconsumption?Thislevelofin-homedataempowers brandstomakesmarterdecisionsinproductdevelopment, inventoryforecasting,andcustomerengagement.
“We’veessentiallycreatedtheKittyKeurig,”Carrera explains.“Butwhatmakesusdifferentisthatwedon’tjust servemeals—wesurfaceinsights.”
Thatdatahaspotentialfarbeyondthefeeder.Petinsurance companiescanusefeedingbehaviortrendstoinform underwritinganddetectearlysignsofillness.Regulatory bodieslikeAAFCOcoulduseaggregatedingredient
responsedatatoinformfutureguidancearoundfeline nutrition.
ThePauseThatCementedtheBrand
Withtheproductreadyandpre-orderssecured,Carrera madeanunconventionalcallinlate2024:shepausedthe launch.
Customerfeedbackhighlightedmeaningfulupgrades. Strategicpartnerspresentedlong-termopportunities. ShiftingmanufacturingtotheU.S.meantstrongerquality controlanddomesticjobcreation.
“Successwasn’tjustgettingtomarket—itwasdelivering thebestversionoftheproduct,”shesays.
Themovedidn’tjustreinforcetrust.Itredefinedthebrand’s DNA:qualityoverspeed,valuesovershortcuts.
ListeningasStrategy
OneofBistroCat’sbiggestpivotsbeganwitha conversation—notapitchdeck.
Originally,thecompanyplannedtopurchaseandresell brandedwetfood.Butwhenpartnersraisedconcernsover inventoryrisk,Carreralistened—andevolved.Today, BistroCatoperatesunderalicensingmodel:brandsearn royalties,BistroCatcontrolsproduction,andcustomersget abetter,morecost-effectiveexperience.
Themodelalsounlocksin-homeperformancedata—giving brandsunprecedentedinsightintohowtheirproducts performpost-purchase.
“It’sawinacrosstheboard,”shesays.“Anditonly happenedbecausewechosetolisten,notdefend.”
PoweredbyFaith,GroundedinFamily
EverydecisionCarreramakes—whetheroperationalor personal—isfilteredthroughaclearinternalcompass.
Carrera’sabilitytoleadwithvisionandenduranceisrooted insomethingdeeperthanstrategy—it’sanchoredinher faithandherfamily.Thatbalanceisn’taccidental.It’s designed.
“Faithgivesmeclarity,”shesays.“WhenI’m overwhelmed,Ipray.Itkeepsmefocusedonwhatactually matters—impact,service,andlegacy.”
Athome,she’snotjustaCEO—she'samom. Andawife. Andaleaderofahouseholdfilledwithlaughter,curiosity, andfiercelove.Withfourdaughtersundereight,lifeinthe Carrerahouseholdisequalpartschaosandjoy
“PeopleseemeintheboardroomandassumeImustbeall strategy,allbusiness,”shesays.“Butontheweekends,it’s paintfightsinthebackyard,kitchendance-offs,andflour everywherefromhomemadepizzanight.Ileadastartup MondaythroughFriday—andthenI’mmakingfriendship braceletsonSaturday.”
Thatdualityisintentional.Carreradoesn't compartmentalizeherlife—sheintegratesit.It'snotabout switchinghats;it’saboutwearingthemallwithpride.
HerhusbandChaz,aforemancarpenterandquiet powerhousebehindthescenes,hasbeenacornerstoneof hersuccess.Whenshelefthercorporatecareertopursuea high-riskstartup,Chazdidn’thesitate.“Heaskedmeone question:‘Willitmakeyouhappy?’Thattoldme everythingIneededtoknow,”shesays.
Theirpartnershipisbuiltonmutualrespectandunwavering trust.Whetherit'shelpingprepinvestordecksorwrangling toddlersduringapitchcall,Chazshowsup—withzeroego andfullbeliefinhermission.“Wedivideandconquer.He’s asmuchabuilderofthisbusinessasIam.”
Theirhomeisalivingmodelofsharedleadership:aplace wherebedtimestoriesmatterjustasmuchasbusiness plans,andwheretheirdaughtersgrowupbelievingtheycan bestrongandsoft,ambitiousandloving—allatonce.
ScalingaVision:FromAlphatoLaunch
BistroCat’sAlphaunitshavealreadygarneredastrongbase ofearlyadopters—tech-forwardcatparentsseekinghealth insightsandconvenience.Asfull-scalemanufacturing rampsup,Carreraandherteamarefinalizinggo-to-market plans,onboardingnewfoodpartners,andpreparingfora phasedcommercialrollout.
“Buildingahardwarecompanyinthepetspaceisn’teasy,” Carrerasays.“Butwe’redoingit—anddoingitinaway thatreflectsourvalues.”
Backedbystrategicinvestorsandaloyalpre-order community,BistroCat’snextchapterisfocusedonscale, partnerships,andcontinuingtoleadinaspacefewhave daredtoinnovate.
IconicLeadership,EverydayDiscipline
WhatmakesCarreratrulyiconicisn’tjusther innovation—it’sherconviction.She’snotchasingfameor power.She’sbuildingsomethingthatmatters,with disciplineforgedfromyearsofinsideknowledgeand instinctssharpenedbylivedexperience.
“Peopleunderestimatewhatittakestobeboth,”shesays. “Toleadatthehighestlevelwhileraisingafamilyisn’t aboutdoingitall—it’saboutdoingwhatmatters,really well.”
Shebringsthesameprecisiontoherleadershipstyle.At BistroCat,thecultureishigh-performancebutdeeply human.Theteamissmall,agile,andvalues-driven, operatingwiththekindofintentionalitythatmoststartups sacrificeinthenameofspeed.
“Culturedoesn’thappenlater,”Carrerasays.“It’sbuilt fromdayone.Howwecommunicate,howwesupporteach other,howwecelebratewins—it’sallfoundational.”
Thatdisciplineisalsopresentinherapproachtobusiness strategy.BistroCat’sgo-to-marketplanisn’tjustabout launchingaproduct—it’saboutowningacategory.Carrera isthinkingfivestepsahead:strategicfoodlicensing, ecosystemdatamonetization,andlong-termveterinary integration.
“We’renotjustheretofeedcats,”shesays.“We’rehereto redefinehowwellnessisdeliveredinthepetspace.”
AdvicetoFutureLeaders:BeAllofIt
Carrera’smessagetothenextgenerationisloudandclear: successdoesn’thavetolookacertainway
“Youcanbebrilliantintheboardroomandstillcryatyour kid’spreschoolgraduation,”shesays.
“Youcancloseaseven-figuredealandthenrockababyto sleep.That’snotweakness—it’sstrength.It’sleadership redefined.”
Shespeaksoftentoyoungwomennavigatingthe impossibleexpectationsofmodernleadership:bebold,but nottoobold.Benurturing,butnotsoft.Bepowerful,but notintimidating.
We’ve
essentially created the Kitty Keurig,” Carrera explains.
“But what makes us di erent is that we don’t just serve meals—we surface insights
“Forgetallthat,”shesays.“Youdon’tneedtotoneitdown tobetakenseriously Youneedtoownwhoyouare,anddo itsowellthatnobodycanignoreyou.”
She’slivingproofthatit’spossible.DuringBistroCat’s earlygrowthphase,shepitchedonmainstageswhile pregnant,finalizedinvestortermsheetswithababyinher arms,andbuiltacompanyculturethathonorsflexibility withoutsacrificingambition.
“Youdon’thavetopickbetweenbeingrespectedandbeing real.Ileadwithlove and afirmbottomline,”shesays.
Hercalltoactionforthenextgeneration:
Loveyourselffiercely.Showupfully Trustyourinstincts. Anddon’tleadlikeanyoneelse—leadlikeyou.
A Leader’s Guide Mastering the Art of Decision-Making
Allmanagers,acrossindustryandsize,areultimatelydefinedbytheir
choices.Someareflash-and-dashandprofound.Othersarequietlypowerful andmighty.Buttheyhavesomethingincommon:theydesignthefuture— ofteams,organizations,andindustries.Inexpansion,inturmoil,andparticularlyin turmoil,thecapacitytomakewise,on-time,andethicalchoicesdifferentiatesgreat managersfromtrulygreatleaders.
Decision-makingisnotanart.It'sanart—onewhereanalysisintersectswith instinct,strategyintersectswithempathy,andlogicintersectswithleadership.And, asistruewithanyart,itcanbelearned,developed,andpracticedpurposefully
ClarityAmidComplexity
Leadersseldomencountersimpledecisions.Themoreatstake,themorethatis weighed:stakeholderexpectations,culturalsensitivities,dollars,legaljeopardy,and long-termconsequences.Amidsuchcomplexity,clarityisacompetitiveasset.
Togainclarity,exceptionalleadersbeginbyframingthedecisionwell.Whatis reallyatstake?Whatarethenon-negotiables?Whatistheultimateoutcomewe’re tryingtoachieve?Theyeliminatenoiseandfocusonwhattrulymatters.This disciplinedapproachpreventsparalysisbyanalysisandhelpsteamsconcentrate energyoncorepriorities.
BalancingIntuitionandInformation
Inaworldofinformationoverload,it'seasytoholdoutfortheidealdataset.But intelligentleadersunderstandthatchoicesareusuallymadeinthedark—and holdingoutforabsolutecertaintycanleadtomissedopportunities.
Theartofdecision-makingistodiscoverthebalancebetweenhardanalysisand smartintuition.Intuitionisnotguessing;itisseeingpatternsafterdecadesof experience.Databringsguidance,intuitionbringsdepth.Themostseasonedleaders payattentiontoboth.
Andsecondly,theyalsoknowwhentodowith80%confidence—selecting progressoverperfection.Theyareateasewithriskbecausetheyhavefaithintheir ownjudgmentandarewillingtoadaptwhenevernewinformationarises.
DecisivenessasaLeadershipSignal
Indecisivenessunderminesconfidence.Whenleadersdon't makedifficultdecisionsordon'tmakethem,uncertainty pervadestheorganization.Decisionsmadepromptlyand transparently,ontheotherhand,establishtrustand momentum.Unpopulardecisions,too,iftheyaremadewith integrityandclearlyjustified,commandrespect.
Beingdecisivedoesn'tmeanbeingimpulsive.Being decisiveistakingownership—seekinginput,considering trade-offs,thendecidingwithclarityandconfidence.Itis standingbehindthedecisionandmakingitinamannerthat inspires,notalienates.
EthicalAnchorsinDecision-Making
It'snotallaboutspeedorprofitwithleadership.Muchofit isethics.Greatleadersdon'task,"Whatcanwedo?"but "Whatshouldwedo?
Whenvaluesleaddecisions,reputationsaremaintained, culturesareenriched,andtrustissustained.Ethical decision-makingtakescourage—thecouragetorefusea yeswhenthatwouldbeeasybutexpensive.Ittakes transparency,particularlywhendecisionsaffectpeople's livelihood,well-being,ortrust.
Aleader'slegacyperhapsmaynotbewhattheydobuthow theydoit.
CollaborativeDecisionArchitecture
Contemporaryleadershipisnotone-mangenius.It'sall aboutfilteringmanyinputsintothefinestsolutions.Group decision-makingencouragesparticipation,enhances problem-solving,andfosterscoordination.Itleverages cognitivediversity—differingexperiences,perspectives, andexpertisewithinateam.
Butithastobedonewithpurpose.Toomanyvoices translateintowateringdownorsabotaging.Goodleaders establishguidelinesfordecision-making:notimetoinvolve othersinconversation,whentodelegate,andwhento decide.Theyknowthedistinctionbetweeninputandpower Theylistenfreely,buttheydecidefirmly
LearningfromEveryDecision
Noleaderisimmunetomakingbaddecisions.Thegreatare separatedfromthemediocrebytheabilitytolearn. Thinkingbackafteradecision—whethertheresultwas failureorsuccess—isvitaltoleadershipdevelopment.
Whatwentwell?Whatdidnot?Wereassumptionscorrect? Whatblindspotswererevealed?
Thissciencenotonlyenhancesfuturejudgmentbutalso makesacultureoflearningmorethanblaming.Leadersthat ownuptofailureandrespondquicklyearncredibilityand setanexampleofresilience.Inthefast-changingworldof today,theartofunlearningandrelearningisacomponent ofmasteringdecisions.
TheCouragetoBeAccountable
Tohaveadecision,especiallywhenitisanunpopularora failuredecision,requirescourage.Accountabilityisnot simplytakingthefall;accountabilityisaboutstayinginthe game—defendingthereasoning,listeningtocomplaints, andbeingreadytoreverse.
Accountableleadersdonottakecoverbehindcommittees orconsensus.Theyleadbyexample,notonlywhen decisionssucceed,butalsowhentheyfail.Andthrough doingso,theyestablishanevengreaterlevelofrespectand trustfromthosewhomtheylead.
Conclusion:Decision-MakingasLeadershipinAction
Atitsmostbasic,leadershipisasequenceofdecisions— deliberate,underadversity,onbehalfofgrowth.Theartof decision-makingislearningnotonlytheprocessto consider,butthewisdomofoneselftoleadwithprudence, strength,andintegrity
It'sthequietconfidencetoactwhenothersareafraid.The humilitytolisten.Theintelligencetowait.Andthecourage totakearoadandknowthejourneywillbeflawed,but doingnothingisusuallythegreatestriskofall.
Ultimately,thegreatestleadersarenotrememberedtohave knownitall—butforhavingmadethedecisionsthat changedfutures,motivatedindividuals,andheldupover time.
How Great Leaders Thrive in Crisis
Itisarguedthattrueleadershipcannotbeseenduringpeace,but
duringcrisis.Crises—economic,geopolitical,organizational,or environmental—aretheultimatetestinggroundforaleader's character,wisdom,andcompassion.Asmuchasturbulencecan shakethefoundationsofeventhestrongestbusinesses,outstanding leadersdonotsimplysurvivethestorm;theymakeadversity opportunity Theydon'tmerelyridethroughacrisis—theyleadinit, andoftenemergestronger.
Thecommonthreadinsuchleadershipisnotpersonalendurance, butatypeofresiliencethatallowssteadyingothers,shifting systems,andcreatingclarityinthemidstofuncertainty With today'sfast-pacedworldofconstantdisruptionandaccelerating change,resiliencehasgonefrombeinganice-to-havetraittoa foundationrequiredforsurvival.
BeyondEndurance:RedefiningResilience
Resiliencehasbecomefartoooftenmisunderstoodastheabilityto "buckthrough"troubleortorecoverquickly.Buttoleaders,itisfar morenuanced.Itistheabilitytoabsorbshock,remaingrounded, andthenadaptwithpurpose.Itrequiresemotionalresilience, intellectualflexibility,andasenseofpurposeinformedbythe ground.
Theresilientleaderneitherignoresthecrisis--theyfaceitwith courage.Theyremaincomposed,evenduringcrisissituationsthat involvehighstakes.Theyreactwithoutpanic,andspeakwith realismandhope.Aboveall,theybalanceshort-termnecessityto survivewithalongervisionofrecoveryandrebirth.
ComposureUnderPressure
Oneofthefirstcasualtiesofcrisisisemotionalbalance.Fear, confusion,andurgencyripplethroughteams,anduncertainty amplifieseverymisstep.Insuchconditions,thetonesetby
leadershipbecomeseverything.Resilientleadersare emotionallyself-aware.Theyregulatetheirownstress responsessotheycanmodelcalmforothers.
Theyunderstandthatpeopledon'tjustwantanswers—they wanttobesure.Thetoneofvoicewhenaleaderspeaks,the accuracyoftheirlanguage,andthecalmnessoftheir presenceallconveymessagesthatcreateorganizational confidence.Basically,theyareanemotionalanchortotheir teams.
MakingDecisionswithImperfectInformation
Crisisneveraffordsflawlessvisibility Thefactsshift,the dataisincomplete,andthereislittletime.Nevertheless, somethingmustbechosen.Goodleadersacceptthe uncertaintyandactwithresolve,knowingthepricefor doingnothingisoftenhigherthanthepriceforbeing imperfect.
Theygatherwhattheycanknow,consultwithtrusted advisors,andthendecide—leavingroomforadjustmentas newinformationemerges.Thisbalanceoffluidityand decisivenessisacharacteristicofresilientleadership.It earnstrustbecauseitshowscouragealongwithhumility.
CommunicationasaStabilizingForce
Silencegeneratesfearinacrisis.Strongleaderstalkearly andfrequently.Theysharewhattheyknow,acknowledge whattheydon'tknow,anddescribewhatthey'regoingtodo next.Theyaretruthfulbutnotalarmist.Transparentbutnot boggeddownbydetail.
Aboveall,theyshifttheirmessagingnotjustto communicate,buttoengage.Theyunderstandthe emotionalconnectionofdoubtwiththeiremployees.They listenmorethantheyspeak.Andtheyuseeach touchpoint—emails,virtualmeetings,internal communications—asanopportunitytoreiteratestability, vision,andsharedpurpose.
EmpathyandHumanityinToughTimes
Crisisaffectspeopleinvaryingways.Somelose employment.Othersloselovedones.Stressincreases,and psychologicalproblemsbecomeacute.Resilientleaders neverlosesightofthehumanfactor.Theyleadwith empathy—notasasoftstrength,butasastrategic imperative.
Empathicleadershipbuildspsychologicalsafety, commitment,andharmony.Theyenablepeopletobe
vulnerable,withouthoweverleavingthemadrift.Caring leadersarenotjustrememberedbecauseoftheircapability, butalsobecauseoftheircharacter Andcharacter withstandstrustduringturmoil.
SystemsThinkingandLong-TermVision
Whiletheymustdealwiththepresentdisruption,resilient leadersalsolookoverthehorizon.Theyresisttheurgeto actquicklyandtakereactivestepsthatwillsolvetoday's problembutsacrificetomorrow'spotential.Theythinkin systems—howchangeradiatesthroughoperations, stakeholders,andculture.
Theyalsocharacterizecrisesasinflectionpoints.Where othersseecollapse,theyseeredesign.Whereothersstep back,theyinvestin—people,innovation,andnewwaysof working.Theirstrategicforesightallowsthemtoshiftwith intent,oftenpositioningtheirorganizationsforaccelerated growthwhenthecrisisrecedes.
DevelopingOrganizationalResilience
Individualresilience,whilevaluable,issecuredthrough authenticleadership,ensuringitisembeddedacrossthe organization.Thisincludesspendingonadaptableteams, reactiveprocesses,andlearning-andexperimentationorientedcultures.Resilientleadersdecentralizedecisions whennecessary,prioritizinggivingotherspermissiontoact responsivelyandrapidly.
Theyalsodebriefpost-storm—capturinglessons,refining responseplans,andequippingtheenterpriseforthenext challenge.Doingso,theybuildorganizationsthatare tougher,butwiser.
Conclusion:LeadingBeyondtheCrisis
Crisesdefineus.Theychallengenotjustacompany's strategy,butthesoulofleadership.Thegreatestleaders possessmorethantheabilitytosurvivepressure;they possessthecapacitytobestrengthenedbyit.Theylearn faster,connectmoredeeply,andleadwithasenseof confidencethatinspiresotherstorise.
Intheend,resilienceisnotavoidingthecrisis.It'swalking intoit—fully,bravely,andonpurpose.It'schoosingtolead notinspiteofthecrisis,butbecauseofit.That'show amazingleadersweatherthestorm—butemergereformed, credited,andpoisedtoshapewhat'snext.
Tanping Wang Senior Director, ML and AI Development
Jacqueline Karlin
Venkatesh Shivanna
Shardul Desai
Sandeep Jha
Eleonore Fournier-Tombs
Kailash Thiyagarajan
Naresh
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