A year ago today, I stepped into Direct Relief, bringing with me a career shaped by work in business, law, finance, and technology. At Salesforce and elsewhere, I learned how strongly organizations depend on discipline: clear priorities, transparent reporting, accountable teams, careful use of resources, technology that improves execution, and operating models that can scale. Those lessons still matter—but in humanitarian work, the measure of success is different. At Direct Relief, the question is not whether a market responds or a product gains adoption. It is whether requested medicine reaches the right place, and people. Whether a clinic can continue operating after the power goes out. Whether a patient can stay on treatment during a disaster or conflict, despite poverty or displacement. That difference adds weight to every decision.…