The most effective CEOs and boards don't just manage risk—they architect opportunity. This perspective guides my approach to governance: balancing innovation with prudence, performance with purpose. My journey began with a simple belief: that financial systems, when properly governed, can transform lives and economies. This conviction has guided me through boardrooms of trillion-dollar institutions, innovation-driven technology companies, and policy tables where the future of capital takes shape. As a Presidential appointee confirmed by the Senate, I help steer the $1+ trillion Thrift Savings Plan supporting 7 million federal employees. The responsibility of safeguarding retirement security at this scale forces clarity of thought and purpose. Every governance decision affects millions of futures. Boardroom leadership requires seeing around corners. At Kroll Bond Rating Agency, where I serve as Independent Director, we evaluate $3+ trillion in issuance that powers global commerce. Our decisions ripple through markets, corporations, and communities. This perspective has proven invaluable in my roles as Audit Chair for both NASDAQ and NYSE-listed companies, including one of the pioneering publicly traded digital asset enterprises. My appointment by Governor Newsom to CalPERS' Board taught me that institutional scale creates both extraordinary opportunity and obligation. Overseeing $500 billion in pension assets and the nation's largest public healthcare purchaser means balancing immediate performance against generational commitments. The investment arena has been my laboratory for innovation. When I became CIO at California's Organized Investment Network, sustainable investing was considered niche. By focusing on opportunities others overlooked, we scaled from $6.6 billion to $29 billion while delivering top-quartile returns. Disruptive innovation requires disciplined governance for sustainable success, and I'm contemplating how artificial intelligence, climate imperatives, and digital transformation are reshaping communities and institutional landscapes. The greatest teams I've led and boardrooms I've served in share a quality beyond strategic brilliance or financial acumen—they possess the courage to make decisions for the generations ahead and the future our global community. That's the standard of governance excellence I aspire to uphold.