“I was working as a personal assistant to a high-ranking senior executive at the time and I was doing pretty well, so I decided I’d give it a try,” she said.

“I’d be more than happy to do whatever I wanted, but I would never ask my bosses to do anything they weren’t comfortable doing.

I never really thought I would ever work in a company that was as powerful and prestigious as Google.

The way they treat people, how they treat their employees, that’s all different than any other company I’ve ever worked for.”

In 2010, she was promoted to personal assistant, but she kept her job after an HR scandal that saw the company fired by a board member.

After she quit, she applied to work at Google again, this time as an executive assistant.

“My manager, a woman, really wanted me to go back to the kitchen and help out,” she told me.

“But I didn’t want to do that, and I couldn’t be sure I could do that in a good environment.

So I went back to school.”

That’s how Lauren got her first gig as an assistant, working at the executive search company Search.

She has since become one of the most prominent people in the company, and she has become the face of Google’s hiring practices.

Her résumé includes roles at Google’s hardware division, product development, product management, and its mobile search division.

She was also promoted to VP of engineering in 2017.

In 2017, Lauren started her own PR firm, Lauren Hock.

It has offices in Silicon Valley and New York.

“It’s about making the world a better place,” she says.

“And it’s about people, and about the diversity of the world.”

Lauren has a background in public relations, but it’s her ability to speak to people that’s most notable.

Her new job has led her to learn about the challenges people with disabilities face, which she says helps her with her new job.

“In the beginning, I didn-I didn’t think I was that smart, because I didn.

But I was smart enough to realize that people with physical disabilities can do more with their lives than I can, and so I’ve learned to think of myself as an expert, and that’s how I’m doing my job.”

At Lauren’s firm, the firm’s clients are companies like Amazon, Apple, Facebook, and Uber.

And they’ve been working with her to change Google’s practices around disability hiring, including providing the firm with the opportunity to hire with people with mental health issues, like Lauren.

“One of the things that I learned as a young intern, and as a female, is that you need to be flexible,” she explains.

“You can’t always work with a person and say, ‘Oh, I’m going to hire this person.’

You have to be open to different ideas.”

As Lauren has grown as an individual, so has her firm’s presence.

It started as a group of people who were working on their own ideas, she says, and it expanded to more than 20 people who have been in its fold.

“This company has become a place where people with disability are empowered, because there are now more people who are working on projects that are aimed at the disabled,” she explained.

“There are more people like me who are in leadership positions in this company.”

Lauren’s own experience has inspired the team.

“When I started this company, I knew that I wanted to work in technology.

But this company is also a place that gives people with intellectual disabilities the ability to thrive,” she continued.

“As a result, there are more opportunities in technology than ever before, and we are seeing people with special needs getting jobs in technology because of this.”

She has seen the success of her new role at Google.

“The more we’ve done this, the more people with these kinds of needs are starting to look at it differently,” she concluded.

“Now it’s not so much that Google doesn’t hire people with autism or with learning disabilities.

They’re looking for people with talent.”

It’s also helped her learn that the way people with those conditions are treated in tech has to change, too.

“If you want to hire someone who has disabilities, the first thing to do is not only have them as a co-worker, but have them be part of the company,” she stated.

“They have to have their own space to be at, they have to do all of the same things that a co