Yes, I went to Carnegie Mellon graduate in 2000. I had a, ah, split degree. It was a joint offering, a school computer, science and temper school of business of times called a master of science and e commerce. I don't think it's offered anymore. I think it's kind of ah ah, point in time thing for the point in our technology and economy. But that was really the pivot for me. I have worked in banking financial services prior to that saw technology becoming a, um, increasing force and automation and, um, just a range of ways that technology was being implemented for risk and control management. And so I wanted to be a part of that. Carnegie Mellon was affected. My lever on then coming coming out of Carnegie Mellon, Carney, the school just open up a range of interviewing opportunities. I was able to interview at a range of top global companies like I was fortunate to get number of offers because the market was strong at that time. I know these things have been flow, but generally Carnegie Mellon does really well that way. I wound up joining a consulting company that's now a subsidiary of PWC, uh, did engagement work at Goldman Sachs. Joined Goldman. Sachs is a full time employee. Um, then went to Barclays Capital. I was the chief of staff, uh, and program manager for a division that drove their technology change strategy on then a few years that I at E n y Ernst and Young doing again, same sort of leading leading projects as a management consultant in the digital transformation space. And now, for the last two years, I've actually made a career change. I moved into IBM, and I work in a part of the technology factor that they call analysts. Relations in my specific job is to broker relationships between the executive leadership at IBM, which is, you know, the CEO of the president of the top. You know, vertical leaders with the top technology analysts that cover the firm. The work for firms like Gartner, Forrester, Lady C. So that was it. I guess in two minutes I hope that was appropriate, right?

I would say work hours to me are roughly 9 to 6. So not terrible, I guess As guidance, I would say the longest days I worked were probably at Goldman Sachs, and ey as a, uh you know, both those terms were probably more in the order of, like, 60 to 80 hours a week. Um, you know, such not uncommon for those types of jobs, But you know, they do leveraging and other opportunities. That's a different topic. But IBM um it's a I guess for, um, the folks watching this analyst relations has some elements of marketing and communications in it, but it's a bit more strategic. My job is Thio. Here's a good example. Yesterday, IBM announced that we are spinning off roughly ah, quarter of the revenue of the firm. So we do about a billion dollars a year in revenue and ah, part of the firm that does manage services for computing data center stuff like that, representing both 20 billion of our revenue. We're spending that offense in new company. So in that scenario, what I'm doing, what I've been busy with today and since the announcement is facilitating interactions between our president and leadership team with a range of analysts that cover IBM in the marketplace as a means of helping Thio. Both, um, more deeply articulate our strategy, um, in an expert context. So it's it's a much deeper level than you would say read when you pick up The Wall Street Journal, read the article. These air. These are analysts who advise large technology buyers as to their, you know, their technology strategy. So they want to go much deeper. They want to know the details. And so what I'm doing is helping to facilitate and strategic interactions between our leadership and those analysts so that we both get the story out there but also important. We need to get feedback. You know, what is the marketplace think about these about these strategic moves for making, So I hope that's a good use case

I guess the some of the key, uh, challenges and pain points that we ran into, um are aligned to the fact this isn't really, uh should let me try to think about this right way. Because IBM is a large company that's 100 years old. It has ah, lot of legacy baggage. Um, there are probably a number of Carnegie Mellon students. Do you think you know Oh, my God. IBM, that's a dinosaur of a company. Why would I want to go work for them? Um, you know, I want to go work for the latest startup or, you know, or Netflix or Facebook or something like that. Um, and they'd be looking past the fact that we are the leader in quantum computing that we have the fastest and highest performing supercomputers in the world. Uh, that we are the global leader in open source. And we also have offer a wide range of open source software, um, capabilities, uh, in our in our agile and were pioneers and agile development, you know, And one of the things that we're doing by spinning off this computing company is trying to reduce what IBM is is really do our innovation central because the partner left on what our IBM are the the nice, shiny stuff that I just discussed you, and it's an important part of us important part of our of our brands. So that's the biggest challenge for us now is, um, when we see other companies that have got similar technical capabilities with much higher PS much higher receptivity in the marketplace for their products and services because their view is more innovative. We're trying to find ways to help our, you know, light come through and shine.