RUTH PORAT

One of the biggest problems women have is they work really hard and put their heads down and assume hard work gets noticed. And hard work for the wrong boss does not get noticed. Hard work for the wrong boss results in one thing - that boss looks terrific, and you get stuck.

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.

When I started, there very few women at the managing director level and very few who had families, which is something that was important to me. So it's not like when I looked up I could say, 'Well, that's who I want to be.'

We think machine learning, as it relates to healthcare and life sciences, is extraordinary.

Culture is more important than rules and regulations.

Solving problems for users at scale ultimately results in monetization opportunities.

I have not been a believer of point guidance. It really limits your flexibility to do what you want. It leads to behavior that is not supportive of long-term shareholder value.

Recognize that killing a weak idea early is valuable.

It's been invigorating being back on the West Coast, being at Alphabet, because there is so much innovation. And the big challenge is, how do you think about resource allocation and priorities when you have so many great options? But wearing jeans instead of suits and popping into driverless cars has also been a lot of fun.

I hate the term 'work-life balance.' I think it's a setup, and it's trap for all of us.

I've had the opportunity to experience firsthand how tech companies can help people in their daily lives.

I view investors as our partners and stakeholders in the company. They are trying to build financial models. What I try to focus on is helping them understand how we think.

Stick to your true north - build greatness for the long term.

I'm delighted to be returning to my California roots and joining Google.

The wealthiest can afford to pay more in taxes. That's a part of the deal. That makes sense. I don't know anyone that doesn't agree with that.

The most important thing is culture.

There are no good options in the midst of a crisis.

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.

If you're just focused on work, my view is that you'll never get enough back from any organization, no matter how fantastic the role is, and you have to have a full life so that you really get enriched in a lot of different ways, and that can be family and kids. It can be, for others, sports.

The cloud is one of the most extraordinary opportunities of our lifetime. If we're not investing now, we'll rue the day we didn't.

If the door is nailed shut, and you're 'Leaning In,' you're just going to get bruised and battered.

The wealth disparity between the lowest and the highest continues to expand, and that's inappropriate.

Since 1987, there are now many more of us as at the higher levels with families, so I think, as role models, we are encouraging more women to stay within banking and rise up through the ranks.

You can't cost-cut your way to greatness.