Growing up in Silicon Valley, during my time at Morgan Stanley and as a member of Stanford's Board, I've had the opportunity to experience firsthand how tech companies can help people in their daily lives.

Women are still not reaching the most senior levels of corporations. This is not the shortcoming of women. We're talented and smart.

I stayed at Morgan Stanley for 27 years because it was fun. I kept learning.

Innovation happens everywhere.

And I think at the end of my life, it's not going to be about what I did for myself, but what I did for others. Maybe it's staying after practice to do hand signals with the guys to help them get caught up to speed. To make it about others - I think that's what leadership is all about, quarterbacking is all about.

After formulating and communicating the right strategy and optimizing operations to execute that strategy, CEOs and other top leaders then must be able to build management teams that truly understand the big picture.

As you develop relationships in your team you have to learn how your teammates react to being yelled at or how to put your arm around them and show them how to do things. You have to build those relationships up and understand who that person is and how they respond and choose your way to lead them to hopefully help everyone out.

Before I came to Barcelona, I only thought about one facet of the game: destroying. My qualities were completely defensive, and I wouldn't take responsibility for organising my team's game, our attacks.