04.05.2023
Episode 228: Sneha Narahalli, Head of Product at Sephora
Summary
I recently had the pleasure of sitting down with Sneha Narahalli, Head of Product at Sephora, who shared her thoughts on effectively managing her time as well as her thoughts on the biases women face on their career journeys.
Sneha revealed to us that she has trained her brain to think in the currency of time: “Why do we need to do this? Why now? And is it more important than other things that we’re doing?”
Sneha and I also dug into what more can be done to move the needle forward for women entering the tech world: “We should look at personalizing our own individual journeys, knowing that ‘I have done this, how can I share this with others so that people don’t have to go through the same things that I have.’”
To hear more of my chat with Sneha, including her advice for someone getting into the tech space, listen wherever you get your podcasts!
Transcript
| Jodi Katz | Hi, Aleni. |
| Aleni Mackarey | Hi, Jody. |
| Jodi Katz | Are you recording? |
| Aleni Mackarey | I am recording. |
| Jodi Katz | Natasha is recording actually. So, just so everybody knows, like how the sausage gets made. Aleni and Natasha and I are right now on a Zoom recording the intro for this episode and in order to record an intro, you have to press record the system finds we forget. So this is really a take two, but take one for our fans. All we need. |
| Aleni Mackarey | It's nice to see you. |
| Jodi Katz | It's so nice to see you. |
| Aleni Mackarey | How are you? How's your week? |
| Jodi Katz | It's good because it's Friday and I leave for spring break next week and we're going to our favorite place in the world. |
| Aleni Mackarey | Oh, where is that? |
| Jodi Katz | We'll take a guess. |
| Aleni Mackarey | I know it's Disney. |
| Jodi Katz | We're a huge Disney family and we are not apologetic about it. |
| Aleni Mackarey | That's amazing. There are so many, like, big Disney people and you have really, like, taught me so much about it and the inner workings of it that now I'm really inspired by it too. |
| Jodi Katz | I would love to see Aleni and her sisters at Disney and I want to be inspired by your fashion approach to, you know, basically 12 to 15 mile days on your feet at Disney World. So when that happens, I'm going to be tuning in. |
| Aleni Mackarey | Absolutely. |
| Jodi Katz | You did actually inspire me to like level it up a little bit with my rent and runway selections. So I did get like fun, I guess so, like camp shirts, you know, like patterned colorful short sleeve shirts, maybe like a little baggy. And I also ordered from rent and runway some fun shorts. So yeah, I'm gonna try to level it up a little bit. |
| Aleni Mackarey | I love that. That'll make it more fun. |
| Jodi Katz | Hopefully, actually when I'm there I always see people who look adorable and I'm like, you know, a sweaty mask and basically like gym like clothes, you know, like leggings and a t-shirt and I'm like, I wish I could just do Disney cute, but I just never could figure out how to make that happen. |
| Aleni Mackarey | Ok. Well, you're gonna try it and see which one feels better. |
| Jodi Katz | Yeah, and I always have a fanny pack at Disney because it's really like the best device for carrying stuff. Like I always want to have like my Motrin and my tons because if you've got a roller coaster too many times and you feel sick, the ton is really worse. They always need to have my sunscreen and my sunglasses and all that stuff and I found that it's way better than a backpack. |
| Aleni Mackarey | Ok. Good tip from a pro at Disney Pro for the next time. |
| Jodi Katz | Alright So, should we talk about this episode though? |
| Aleni Mackarey | Yes. Who do we have coming on the show this week? |
| Jodi Katz | All right. This is a really good one. It's Sneha Narahalli and she is the head of product at Sephora. And when I say head of products, I don't mean Mascara and lipgloss, I mean technology. So her team is tasked with how do they make the customer experience more powerful and the partner experience more powerful through technology. So what an incredible point for her to be at in our industry. And before this, she was doing a similar job at the biggest retailer in the country. So she's just been in retail and retail technology for so long and it has such an incredible boatload of experience to share. |
| Aleni Mackarey | That's amazing and she was actually someone we met through to connect our partnership that we had with some of their events this year, which is awesome, how we get to meet so many cool innovators in the space. I've actually been seeing Sephora. Well, I will give the credit to our community engagement coordinators at Base Beauty. They were sharing different insights about Sephora, you know, having a lot of stores popping up in kohls across the country and in glossier, you know, this big online brand that everybody knows and love now in brick and mortar stores with Sephora. So, it's interesting to see how the brands are working together to get customers. |
| Jodi Katz | I do love how the rules can keep being, rewritten in our industry. Now, like when I started 20 something years ago, everything was so rigid. Right. And, now businesses really are willing to test, to learn and break the rules and I love brick and mortar and I love experiential shopping. So I'm really excited to see what can happen here. |
| Aleni Mackarey | Yeah, that's amazing. That must be a big job. She is probably a busy, busy lady. |
| Jodi Katz | Well, she is and she has this crazy, fascinating way To lead a full life and she's trained her brain this life. She thinks about it in the currency of time. So data driven, no surprise. Since she's in technology, she thinks of it like this. She wants to focus on 25% of her energy and brain space on work. And then for example, 25% on family, 25% on health and 25% on creative pursuits. Like she loves cooking. And I just found this so fascinating. I never heard about a balance system like this. I love seeing it written out in like number terms like that with percentages, it feels like something you could really visualize and kind of actively work towards. |
| Aleni Mackarey | That's amazing. It reminds me a little bit of your bucket system, Jody. |
| Jodi Katz | Yes. My bucket system to me is amazing, but it's not data driven. So hearing Sneha refer to her system with numbers kind of crystallize it for me and gave me a good reminder to get back to my buckets. |
| Aleni Mackarey | That's amazing. Great. Well, it sounds like a great episode. |
| Jodi Katz | Should we get to it? |
| Aleni Mackarey | Let's do it. Ok. This is episode 228 with Sneha Narahalli, head of product at Sephora. |
| Jodi Katz | Welcome to where Brains Meet Beauty. We are a career journey podcast talking about what it's really like to define success and reach for it in the Beauty and wellness Industries. Today, we have our guest Sneha Narahalli Sephora, head of product where she currently leads digital stores, data and marketing technology. She has an interesting personal journey and she hopes to raise a consciousness of the basic biases that women face and ensure we can not only overcome them but also work towards eradicating them. I'm so excited to find out more and this is episode 228. |
| Sneha Narahalli | Hi. |
| Jodi Katz | Hi. Welcome to our show. |
| Sneha Narahalli | Hi. I'm so excited to be here. |
| Jodi Katz | I just love to get that intro. Like we're gonna have so much to dig into when we're talking about these biases that women face in technology. So, but I wanna go way, way, way back in time first. Ok. So indulge me since we're a career journey show and we, you know, all dreamed about the jobs we'd have go back to your 10, 11 year old self. And at that time, what do you wanna be when you grow up? |
| Sneha Narahalli | I wanted to be a chef and I still want to be one. So it's not like a forgotten dream. I think eventually I do want to open my own restaurant. I think growing up, I come from a very creative family. Both my parents were writers. So I think that has kind of given me a sense of I need to be creative in everything that I do. So, even when I think about like the restaurant that I want to work on, it needs to be like authentic. and if you look at the Indian cuisine today, it's very, it's kind of limited in the sense of what Indian cuisine is supposed to be. India is so diverse, like the South Indian food that my mom makes. You really don't get it in the restaurants today. So, it's kind of a forgotten art right now in terms of the local authentic cuisines that you find in each everybody's home. So I think my dream one day is to open up a restaurant where you don't have to, if you want to remember your mom, you can just go to the restaurant and have food that is homemade and authentic. |
| Jodi Katz | So, when you were that, you know, pre-teen teen age, at what point do you think you stopped pursuing that as a, a first career? |
| Sneha Narahalli | I think when I realized again, this could be partially because of, you know, in India, back when I was studying, there were very typical journeys of you become a doctor or you become an engineer, basically, you pick a career which is financially stable. That's like your first goal and then creativity, art and all of that is a hobby. It can't be like a full time career because, you can't afford to like, live a lifestyle with an art career. I mean, that was the perception back then, which has changed dramatically right now. My dad, he took an early retirement and he pursued writing as a career, which was kind of eye opening for me that you can still have a sustainable life without having to go through the traditional path of being a doctor and an engineer. So I think right now if I look at like my life and how I prioritize things within what's important for me, work is just like 25% of my entire life, right? So I have like another 25% for family, 25% for health and this other 25% is what I want to do be be it like writing, cooking, whatever it is, that's still a very equal and important part of what my whole life tends to be. So which is kind of like how my journey has been while I've realized what's important for me. |
| Jodi Katz | I love how you've looked at your whole self and you've identified your career, your current career as 25% of it. And I find that really fascinating because I think a lot of people would say it's like 80% of theirs, right? That there's very little left over. and I don't know that I've ever actually thought about it as like pieces of a pie, right? Like my, my whole self. so I wonder, I, that a lot of our listeners actually are thinking like, is it really true? Like, are you, you know, is this about the time you spend is 25% or is it where your heart is? Like, you know, how do you I guess attain the balance because it does sound very balanced for me. |
| Sneha Narahalli | It's where I prioritize my brain cell that my brain space, right? Because if you, if you go from it from a time perspective, like you are at your productivity in a certain period of time and during that time, if you are focusing on work, you can't have like divide 24 hours in a day to like four parts and say, I'm gonna focus on each one of these. It's basically more long term saying like a three month period or like a six month period where I have goals that I need to achieve in each of these paths. Be it? Like I recently published a book which was again a path in my other 25% where I had this goal that I need to get this done within the next year with health. I'm on this low carb diet that I'm still trying to understand what it all means. So it's basically making progress with, you know, understanding what it means, being more active, figuring out how to eat healthy, but still stick to my roots of Indian food because I can't eat salads every day. so figuring that out. So I think in the longer period of time just figuring out what your goals are and trying to accomplish it however you can because if you try to put constraints, it kind of feels like work at the end of the day and it sucks out all the joy of being actually able to accomplish it. So, and I also like family, my parents are here right now. and they're here for like three months. I haven't seen them for three years. So for me in this period of time, my basic focus is to spend time with them because I don't know when I'll get to spend time with them again. So, just having those long term goals of like what I would need to do and every, I think what has helped me is like every week I try to pull myself back and see if is, is it heading in the right way? Like in the last week, did I spend too much in certain things that I should not be spending time with? So I think that has kind of helped me level set constantly and have like these periods of time that I can focus on. |
| Jodi Katz | Tell me about this book. |
| Sneha Narahalli | So this book is so I told you my parents were writers are still writers. So their dream was for me to like, write. I think I'm like, I, I'm a director. I'm a, they're like, great, you know, what's the big deal? Everybody does it like. But I think publishing a book was something that they felt like I could do. So this has been like, I used to write blogs and linkedin and other small stuff. But I think just putting it all together, it's a book of, I wouldn't call myself a poet yet because it's still an attempt at just expressing myself. One thing that I've always done since I started my corporate career is if I'm frustrated, I try to tend to funnel that frustration towards writing. So, because it just gets my frustration out of my head and it's something productive that I don't have to then overthink about it myself or show it on others who don't need to see how frustrated I am. So it's kind of been my creativity outlet for everything that I do. So it's a section of different parts of my life again about my family, about who I am, how I'm an introvert. I'm not the loudest, it's called, not the loudest person in the room because I'm not the loudest person in the room. I usually take time in processing things, thinking through what I have to say. I don't jump on things, which again, when we talk a little bit more about the biases, I think one of the biggest bias that I faced was you need to be vocal in meetings like you need to unlike White, if I'm making my point and if I'm saying anything, what's the need for me to shout it out loud so that you guys can hear it? Like, so I think some of these frustrations that I've had, I've tried to channel it towards, you know, my poetry and like just express who I am. And one section is about my dog. I have a golden retriever. So he's a big part of my life. So it's just a little bit of who I am in my life. |
| Jodi Katz | Where can people find the book? |
| Sneha Narahalli | You know, funny thing. Like when I wrote it, I really didn't think people would want to buy it. So I really didn't like put the thought of like, where should like where should I sell it and stuff like that? I just published it and now people are like, where can I buy? I'm like, OK, I need to figure this out because I just have a bunch of copies at home. So I'm still trying to figure out the selling bit of it. So I'll let you guys know soon. |
| Jodi Katz | OK, good. You'll let us know and we'll share that with our audience. OK, let's, let's dive into what you do every day at work because I don't know that I could tell people what this means. I'm just gonna reread your title. Head of product, digital stores, data and marketing, technology. OK. What does that mean? |
| Sneha Narahalli | So I lead all the product management teams in Sephora, which means that we work very closely with our amazing business partners in figuring out how to achieve the vision that our business partners set. So if we have a goal of say we need to hit conversion or we need to increase sales or we need to have better partnership with Coles, like our team focuses on why it's important. How do we do it prioritize things, work with our engineering partners in figuring out the resources. There's always this perception that we don't have enough.So, within the resources that we do have, what is a way to prioritize the things that we do to achieve the business value that our company needs and what is a typical day like there is no typical day? That's the fun part. It depends on where we are in the planning cycle, be it.Is it like in the strategy phase where we are deciding what to do for the next couple of years? Is it at the same time we have execution for the current road map, which we've prioritized their new ideas coming in pivoting based on market changes what our competitors are doing. We have certain things that go well, certain things where we figure out we need to learn more. So I think product management and the whole exciting bit about product management, which I love personally is the ambiguity of it. There is no, I can't give you a formula that says here is how a typical day looks like because I feel like I might get bored if, if it is that there's always challenges and a big part of my typical day to day is also making sure my team is happy to come to work. Right? So, I personally believe that if you, you wake up in the morning and you don't have this dreaded feeling that's like, oh, I need to like, go and work. I think you'll put in like your passion and you'll do a better job than waking up and being like, oh my God, I need to do some work today. So, how do I make them feel like, you know, they are bringing in value, not just to Sephora but to, but to themselves. Right. So they're growing in their career because let's be real. I don't think all of us are tied to any particular company forever, right? We stick or we stay in a company as long as we feel happy there's growth and there is a mutual community feeling that they feel like they belong. So my job is also to make sure that I keep that environment and we are able to make each other feel successful professionally and personally. |
| Jodi Katz | I wanna go back to this idea of how you like divided up your like your mental capacity and where you put your energy, but talk about it at in the work environment, right? So there's my guess is that there's always competing priorities in an organization like your, right? And of course, there's resources but they're limited, right? They're not, you know, you don't get to just do anything you want. And then we on top of it, we have this really, really insane marketplace that evolves so quickly changes so quickly needs wants, you know, you snap a finger and think everything's different. So, as a leader, how do you manage and lead the team on like what the priorities are that you've all agreed to? But then what happens when somebody's trying to command some of those resources for something that's kind of last minute or a quick pivot or, you know, it must be kind of like almost like a whip lash potentially. |
| Sneha Narahalli | So I think for me and I think for our team, we try to make sure the process of how we prioritize remains the same, irrespective of the timing of when the asks come because, and when, I mean, in the process, it's a basic understanding of what is it that we need to do? Why do we need to do it? Why do we need to do it now? And is it more important than the other things that we're doing? Just answering these questions, irrespective of the pressure that you're getting, that we needed to do this yesterday will just put us in a path forward that is more successful. Because if you kind of a reactor and you jump onto something just because others are saying it's important and you don't feel like it is, I think you've partially lost the battle there because you are not convinced. So just making sure that we go through the process of answering all these questions and being able to convince this to any person as well, right? Because it's just not you being convinced about it, your team and everybody who's working on this also needs to be convinced that this is a higher priority than potentially what we were working in the past. And if it is in a stage that we can pivot and make these changes.So I think that's the approach we take in terms of just prioritization, but also level setting ourselves and anticipating the changes that will come because as you know, there's always going to be a change.So how do you accommodate for these changes? And you're actually keeping time aside, knowing that you'll have to pivot because it shouldn't be a surprise for anybody. Now that my God, there's a change. It's more like, yes, we know there's a change we have accommodated for it and here's how we're gonna handle it. And a key part which I think like a few people forget it is going back and having a retrospective on, were we prepared enough for this change? If no, then how can we do it better for the next time? Like pandemic example? I mean, I'm sure we all take the example of the pandemic but were we prepared? Maybe not? Right. So will there be another pandemic? I hope not. But if there is, should we be prepared for it? Yes. Right. So how do you take the learnings of the past to better be resilient, given the economic changes and other things that happen? Because you don't have a control on all of these? But what you have control is your resources. So how do you be more resilient? Knowing that there will be changes in things you can't control? Right? So from a resources perspective and also like a mental mindset perspective, it's being prepared for the unexpected. So you're expecting the unexpected, you don't know what the thing is, right? You don't have a crystal ball, but you're just allowing your team and your process and your budgets to be ready for what's to come and seeing if in the past we've done a good job or not. And could there be a better job? Like, how much time did we take to vet if we need like one month to vet? Maybe not. How can we be more efficient in the way we pivot as well? Because I can't pull 50 people into a room now and have a very expensive meeting in figuring out can we do this or not?So I think, thinking of meetings and all of this in terms of money also helps, like how expensive is your meeting there? I know we still think about meeting in terms of time and we have way too many meetings, but also like having 100 people in a meeting and counting the salaries of all the people who are there then is it useful or no? |
| Jodi Katz | That's a really cool way of thinking about resource, resource management. I don't know that a lot of people do if they did, there'd be fewer meetings or fewer people at the meetings and people would make decisions a lot faster, I would imagine. |
| Sneha Narahalli | Yeah, for me, I think, I think in terms of currency of time in my head naturally, like if I'm having a conversation with someone, it's like, is there something coming out of that conversation? Right. And not, I don't mean in a very transactional sense, even like if I'm feeling happy or I'm getting joy out of this conversation because if it's just a waste of time and if there's nothing coming out of it, I try to figure out, ok, what else could I be doing in this time that I and that I'm doing right now? Right. So, it's kind of I'm training my brain in terms of currency of time. Which is also goes back to my original thought process, right? Like how am I investing my brain power and things that add value to me? |
| Jodi Katz | OK, let's dig into stuff that I don't know anything about, but I wanna learn more about it. You told us that you want to raise the consciousness of the basic biases that women face and ensure we can not only overcome them but also work towards eradicating them. What does this mean? |
| Sneha Narahalli | So I think, you know, as I think through my journey and what I would, you know, the question when people ask if you go back in time, would you change anything I know many people say no, I love what my journey is. I would keep it exactly the way it was. My answer is I would change many, many things because knowing what I know right now, I wish I had known some of it before. Right? Why not? Like I would have like, made sure that all the learnings that I had would have optimized my life much better now. So having said that another aspect that I think is important is I think we are being very selfish about the problems that we have because we still think about a problem as my problem and we are not sharing it as a our problem or a we problem. So the strength that we put in solving that is also very siloed because we are just trying to solve for it individually. And some of the examples are there not enough women in tech? Right? So this is a problem that I think every company is facing and we are still looking at like the hiring cycle like how many people are in the funnel. Do we have enough candidates? Like all of that is great? But the route is that there are not enough people in stem education which is funneling all of this. So if Jody, you think it's a problem, I think it's a problem. 100 other companies think it's a problem. Why is there not an opportunity for all of us to come together and solve for it and mutually benefit for it, right? We are getting our organizational silos into in front of the problem, which is kind of not helping us solve it faster. So for me, like some of the biases, as I mentioned before, like growing up in my from the background that I have, I have been taught certain things which is kind of hard to unlearn as I come to a totally different culture. In India, it's, you know, you're not, you're advised not to speak in front of elders. You're supposed to listen, finish the elder speaking and then you're supposed to speak. It's considered rude if you kind of interrupt in the middle, you're supposed to think through your thought thoughts and then express yourself. Now having all of that fast forward 10 years, I'm in the US in a corporate culture in a meeting and people are just talking with, you know, with each other. And I'm like, should I wait? Should I pause? Like is it rude? Should I interrupt? I think all of these things just were questions in my head that I didn't have answers to. So I think how we talk about personalizing customer journey, we should look at personalizing our own individual journey and knowing that I have done this, how can I share this with others so that people don't have to go through the same thing that I have, I mean, I always say there are enough people making mistakes, you don't have to make your own. It's, you can, you can learn from other people's mistakes as well. So I think a combination of all these thoughts is what I mean by, you know, eradicating the biases that women face in an environment, be it professional or personal and just awareness of what these biases mean, and the journeys that they have been through so that we can, you know, solve for it together and not be selfish about our problems. |
| Jodi Katz | OK, so how do you bring together, you know, the world's biggest corporations or leaders to make change? |
| Sneha Narahalli | So I think the step change that I have seen in the last couple of years is people just talking with each other. And sharing that this is, is the journey that they have been through in that problem statement and what progress they've made, right? And I'm like on a couple of other member teams like from other companies. We have like a cohort of women who we share like what's happening, how, how have they solved the problems together? What we are doing? So I think the first step is just before we make it more formal just understanding and getting together a group of like-minded people who also believe in this mission and who understand why it's important. And I'm definitely seeing that trend pop up everywhere where people just are willing to share more and are willing to work towards with each other rather than individually. The second step is making meaningful step changes in how we make progress, right? So be it having educational courses or training or coaching or just letting people know how to be vulnerable so that they can actually share that it's ok to be vulnerable, right? Like people consider me as very emotional. I know like I've gotten feedback from a couple of my managers that I need emotional support. You know, so just letting people know that it's ok. And it's, it's actually a strength that what you have is who you are. I think is the next step. And third, I think there's much more opportunity that I'm thinking of in terms of making a, making a bigger change, which I need help from all the brain power here to like how to make it happen in you know, a lot, much bigger scenario than what it is today. |
| Jodi Katz | OK. Right let's talk about this and let's actually ask for help. Sneha, like, how can people who might be listening, who are leaders in their organization, how can they reach out to you to start to build this community of change? |
| Sneha Narahalli | So I think the easiest way is linkedin for now, I am working on something behind the scenes to make it more formal and more streamlined. But I, as I mentioned, I'm looking for help to make it more stronger than what it is right now. And so right now, I think link is the best way. Again, the key takeaway from this is if there is if they're looking for making a meaningful change and they want to partner with like-minded people and again, not be selfish about the problems. How do we come together and address it as a community rather than as individual organizations? |
| Jodi Katz | Awesome. So you can find Sneha on linkedin and she'll be receptive to your inquiry if you want to help to solve this. So it sounds like we we're probably not selfish as much with the problem. We're probably just selfish with the solution, right? It's a solution that we need to be really collaborating on. |
| Sneha Narahalli | Yeah, I mean, as long as you think it's a much bigger problem than you, right. So, and I think there's no dearth of solutions. It's just that there's more power to a solution if it is at a larger scale. So how do we make this solution much more bigger than it is so that all the resources that can be put into it is channeled in the right way so that your resources are not also diluted in tackling it in multi multiple ways. So if we are putting it in, it's kind of like product management, right? Like you have multiple things that you work on, but how do you put in your resources to the top priority thing so that you're able to move the needle faster? So I think that has also helped me in making sure that we are looking at these societal problems also in a similar way. |
| Jodi Katz | So my last question before we move into our aftershow, You presented this incredibly logical and clear view of how you put your energy and your time at the beginning of this conversation. Now, let's talk about the subject of success and how it really can kind of seduce you away from other parts of your life, right? So, you know, you work in this incredible organization, right? Like Sephora is like where every everybody, everybody wants to be before this. You were at Walmart, another huge retailer leading the way. I would imagine that when you reach your goals and get accolades in these organizations, you probably crave more success, right? And to see projects like go the way that you dreamed or even better than you dream, you probably crave more success. So tell me how you address that when you are also so clear about the other things that are important to you with how you spend your time. |
| Sneha Narahalli | I think naturally, I tend to think of what's next as, as soon as I hit the goal. But I also I pause and I identify that a milestone has been reached and progress has been made before I run on to my next one. I think a feedback that I got very early in my life. Somebody told me, you look like you're, you're a hamster running on a wheel and it it's not going anywhere like you're just running and it's just like a wheel that is turning, which kind of always resonates with me because I figured I was like that, right? Like I always was running from one thing to the next thing to the next thing. And then at the end of the day, I was like, like, what, where am I going? Like, it just was like way too much for me to like handle. So I've kind of learned to pause celebrate the progress. And I always say progress is more important than success because progress is the way to lead into success, right? Because if you have a very clear definition of success, there's also a very clear definition of a failure. So then you are, it's either positive or negative, which I think either inflates you or deflates you very quickly. So how do we kind of make sure we think about every single thing as progress because even if the outcome is not what you expect, you're still learning something which is progress. So I think about every milestone as progress, but also how is it helping me in achieving my long term goals? Because in the short term, if you are, if you have to compromise on certain things because you have a long term goal, it's fine. And I think sometimes we are too short sighted in what we want next. that we kind of forget what we want in the long run. So I'm OK to make compromises in the short term, short term if you know it aligns with my long term goals. And I'm able to logically think if that makes sense or not. |
| Jodi Katz | What advice would you give to someone just getting into the technology industries? |
| Sneha Narahalli | I think be yourself. don't try to change too much based on what others are telling you. You should be,, learn from it but try to make sure you're authentic and you don't lose sight of yourself and be OK to express this is who you are because don't expect others to read your mind, right? Just say it like, don't assume people will know who you are. This is who you are. This is what works best for you to say it. |
| Jodi Katz | OK. Last question. What's your favorite thing to do to unplug or recharge? |
| Sneha Narahalli | Play with my dog, Right, as I mentioned or I'm into like coloring basically anything creative or cooking new recipes. |
| Jodi Katz | And what is your dog's name? |
| Sneha Narahalli | Leo |
| Jodi Katz | And is Leo still there right now? |
| Sneha Narahalli | He is downstairs and made sure he does not come in because he will make sure his presence is known. |
| Jodi Katz | I'm getting my first dog ever in a few weeks. |
| Sneha Narahalli | Oh, I am so excited for you. This is gonna be amazing. |
| Jodi Katz | Yeah, I'm so excited. I feel like a little kid. I tell everybody I can. |
| Sneha Narahalli | It's gonna be life changing in the best way. |
| Jodi Katz | I'm so excited. Well, thank you so much for joining us today and I'm grateful to you. This hasn't been an amazing conversation. And I feel like there's so many things you said that I would want to put up on my wall and just look at and remember and I'm sure our listeners feel the same. |
| Sneha Narahalli | Thank you so much for having me. |
| Jodi Katz | So, thank you so much for Sneha for joining us for our 228th episode. If you like this episode, please rate and review as always, make sure you follow us on your favorite podcast platform and Instagram to stay up to date on upcoming episodes and all the fun we have along the way. Thanks for joining. |
| Sneha Narahalli | Thank you. |
| Jodi Katz | Bye. |
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