What was your route to the top? I started my legal career as an attorney in the White House Office of Presidential Personnel during the first Clinton administration. I joined Shaw Pittman Potts and Trowbridge (now Pillsbury) in November of 1993 as an associate in the Global Sourcing Group. I left Pillsbury as a partner fourteen years later to join Infosys. I have negotiated many of Infosys' largest and most strategic deals over the past eleven years.

What keeps you up at night? (i.e. What are your biggest business-related concerns?) Excitement about the next large deal to win for Infosys. I enjoy negotiating and closing large deals and appreciate that technology contracting is constantly evolving. That keeps things interesting!

What is the best leadership advice you provided, or received, and why do you think it was effective? I attended a leadership training class and one of the recommendations was to stop preparing to be the leader you want to be and start being the leader you want to be. I viewed this as a version of living in the present rather than living for the future. If you have a plan to increase your capability and power so that someday you will be a courageous leader that is great, but don't let the planning enable procrastination.

Looking back, what do you wish you had known when you started out in the legal profession? One thing that I learned early on that was very helpful is that good lawyers can put ego aside to work with a team and be open to other opinions. It can be intimidating as a new lawyer to raise concerns or points of clarification to more senior lawyers. It can be challenging as an experienced lawyer to keep an open mind and see issues from different points of view. But, considering other points of view and listening to others can improve your thinking and your results.

What is the most valuable career advice anyone has ever given you? A partner at my firm told me when I was an associate that what partners are looking for in making partnership promotion decisions is that “fire in the belly.” That inspired me to make it clear to the partners if the firm that I wanted to be a partner at the firm and would work to achieve that goal. As a manager, I want employees who communicate enthusiasm and motivation to succeed.