The world is in the midst of a massive AI transformation. How do you see your role as CFO in this moment for the company?This is a defining moment for HPE, and the role of the CFO today is far broader than managing the numbers. My responsibility is to be a strategic partner to the business—helping shape decisions that position HPE for long‑term relevance and growth.

AI represents one of the biggest technology inflection points we’ve seen in decades, and with that comes both opportunity and responsibility. As CFO, I spend a lot of time working with our executive team to ensure we’re making the right investments, allocating capital thoughtfully, and balancing near‑term execution with long‑term strategy. This transformation isn’t about a single year or a single product—it’s about setting HPE up for the next several decades.

When you reflect on your nearly 30‑year journey with HP and HPE, what stands out most to you?Mainly how unconventional the journey has been. I never set out with a master plan to become a CFO, let alone to spend most of my career with one company. I started my professional life in Australia, went on what we call a "walkabout," and eventually found myself in the U.S., working at Compaq, thinking I’d stay for a couple of years.

What kept me here was the constant evolution. I’ve had the opportunity to take on very different roles across finance and the business, to live through multiple transformations, and to keep learning. HPE today is very different from the company I joined—but the core values and the commitment to innovation and integrity have remained constant.

You’ve led through several major transformations. What have those experiences taught you about leadership?Transformation is where leadership really gets tested. It forces you—and the organization—out of your comfort zone. You have to be resilient, because there will be moments when the path forward isn’t clear and when the decisions are difficult.

One of the biggest lessons I’ve learned is that transformation is ultimately about people. Strategies and operating models matter, but change only succeeds if people understand why it’s happening and believe in where you’re going. I spend a lot of time focusing on communication, context, and transparency—helping teams see how their work connects to the bigger picture.

How would you describe your leadership style, especially during times of change?I’m a very collaborative leader, but I’m also direct. I believe in bringing people into conversation, working through different viewpoints, and stress‑testing ideas. That “storming” process is important.

At the same time, leadership means driving outcomes. Especially during transformation, you can’t get stuck in analysis or debate. My goal is always to move forward with clarity, purpose, and integrity—while making sure people feel heard and supported along the way.

What principles guide you when you’re faced with tough or high‑stakes decisions?I’ve always been guided by something my father told me growing up: you should be able to go to bed at night and sleep. For me, that means doing the right thing, even when no one is watching.

As CFO, there are moments when you need to make very hard calls, and not everyone will agree with the outcome. That’s when having a clear moral compass matters most. If I can stand behind a decision knowing it was made thoughtfully, ethically, and in the best interests of the company and its people, then I know it’s the right one.

What motivates you most as HPE looks toward the future?I’m incredibly motivated by the opportunity in front of us. HPE has an extraordinary legacy, but we’re also at a point where we can redefine what the company looks like for the next generation.

Winning in the marketplace, staying relevant, and being at the forefront of AI‑driven innovation—that’s what excites me. We are on a transformation journey and being part of shaping that future is what gets me out of bed every morning.

Outside of work, what helps you recharge and stay grounded?Family plays a huge role. My husband and I have three teenagers, all competitive athletes, so weekends are usually spent on sidelines cheering them on. I also make time for close friendships—whether that’s early‑morning walks with a group of girlfriends or quiet moments being creative at home.

I’ve learned over time that finding space for those parts of your life isn’t optional—it’s what gives you the energy to lead well and to enjoy the work. 

What legacy do you hope to leave at HPE?I hope that I’ve helped open doors for others, just as so many people opened doors for me. If I can look back and know that I supported people in growing, taking risks, and reaching their potential, that would mean more to me than any title or role.