Well, as, uh, I guess many in the tech sector. I did my computer engineering degree many years ago. And ironically, one of the first conference is actually the first conference I attended was at Carnegie Mellon in 1989 May of 89. I gave a lecture on network optimization network design using AI Neural Networks, Hop Field Network. And I didn't know that 30 years later, uh, a I machine learning neural nets are hot again. At that time, it was just a, you know, just a fun thing to do. And the networks I was working on at the time. Yeah, this is 1989. So we were working on the transition off voice circuits and data circuits. X 25 was separate, and voice was separate analog circuits at the time. And there was this new thing to Piper converge everything to create newer services on a digital network. Digital transformation. It was called ISDN Integrated Services on a digital network back then. So I worked on the ISDN standards playback, and later I worked on voice over I p standards I helped manage, taking that define to cable lab standards. Then I worked on Keep architected Seaman's on three D, then became a Gartner analyst for a decade. I was a CTO of a smartphone, and then now I'm you say, CTO of two startups, one in five G with its computing and one on business transformation tools at Colbert one's called El Bien and once called Colbert on Dev Ops Cloud. Based on now what we're seeing is five g edge computing. Digital transformation and an AI are hot again. And we're talking about newer services and newer, hyper converged applications voice video data. And guess what? I started my career doing this, and I think I'll probably end my career doing this basically the same thing. But another generation of technology I s d n was supposed to transform everything, which it did. You could say we had calling card applications. We had, uh, caller I d. With voicemail and new services that that God created and computer in telephony integration. The desktop PC was was, you know, part of the network. You could say we could email. We could do stuff back then. Uh, that was network oriented. The transition toe i p I P Network, same thing. And now the now with hyper convergence with WiFi and L t E and five g with edge computing, We're gonna have another transformation again. Yeah. So this is part of my journey, and I'm you know, I'm still on. It's still working on it.

it's interesting. So Colbert has been around for a couple of decades since I think, 06 it started. There was original founders, mostly from, uh, you could say I I t correct Poor in India and, uh, founded that. You could say in Calcutta. A lot of the people are based in, uh, in Calcutta. The development team is there. The CEO and chairman invested in the company and had a portfolio of investors, uh, in the Bay Area in Silicon Valley. And then over time, he just took over. A fellow by the name of Bipin Shah is the chairman and, um, needed the CEO, you know, And when management changed over time, I just joined full time in February of this year. But I was in a tech advisory board member a year ago, and my my style, while it's funny, is everyone is remote now and back in my style has always been remote. As a you could say, as a Gartner analyst or even in my early career, I always was traveling, visiting clients, living wherever I want. You know, basically, I'd be in a hotel and work from there or work from the beach or work from wherever I am. I always believed in remote everything. And now with the pandemic, you know, everyone is doing it now. So part of my you could say my strategy, you know, working on voice over I p work about unified communications and collaboration in 5 4006 You know, in a way, led me to this kind of journey. I What I should have done is I should have invested in companies like Zoom Video or stuff like that money. But but it's been a good journey s Oh, my. My style of management is, uh, you could say team oriented collaboration, but distance, you know, I don't like to micromanage. I don't believe in, uh, you know, sitting on top of people and just watching them all day. I'd rather that they work wherever they want and have a fun, fast paced, uh, innovation oriented environment and, uh, you know, lead to legal business lead Thio success. So part of my, uh, taking over from Colbert, this was old legacy. You could saythe application. Lifecycle management, Microsoft centric development, IBM centric in the past. And then I've transitioned them to the cloud with Dev ops with We just Got Red Hat certified on Agile. So transitioning a company that's legacy to next Gen Eyes is part of a challenge to, but it's it's it's part of the fun journey, but basically, my my career has always been about transformation to next gen off whatever it waas. Whatever that generation, whether it was voice circuits in 1989 Teoh is the end, whether it was going to from one G two to G or two d to three g or four g five g. Now it's all about transformation and actually get and the physical aspect.you could say meetings now their conference calls, but we dio weekly checks. Uh, so, as you know, I'm cto at, uh, Colbert. I'm CTO at El Bien. I'm acting CTO for a telemedicine startup called Tele Medco. And when when you wear multiple hats, uh, you know, you can't be on top of everything every minute. So by having weekly you could say status reviews, I do believe in that. I do believe in, uh um, just, you know, just having a dialogue, you know, email or voice, and every now and then and just thio get status updates. But I I don't believe that micromanaging like, you know, on top of everyone. I like people to, uh, just innovate on their own and then, you know, basically come up with new ideas. It's a collaborative team or into the environment. Fast paced front, you know, that's that's what I believe inmy weekly, Uh, maybe this is not the right thing to do, but I I'm always working. But I'm also always on the beach or I'm always so. I do believe in, uh, having fun. So when you asked even about priorities, I'm a big believer in, you know, basically living, you know, having fun, eating good food or healthy living and then also working at the same time. So in some sense, I never stopped working, but I never stopped having fun. So I'm literally in my backyard and I have a putting green. I have a golf course, you know, in my backyard. So that's an example. I'm you know, I I garden even during the day. I take power naps during the day sometimes, but I'm also working at two in the morning sometimes. And then I'm also an early riser, you know, at 6 a.m. or 5 a.m. So I I'm a big believer in power naps, I But I also prioritize, You know that everyone should, you know, work at their own pace. But, uh, at the end, it's all about having fun too.

Yeah. I mean, there's always personal conflict sometimes and jobs, you know, there's always some you could say, hidden agendas. I mean, you know, sometimes people will design something not for this job, but they're thinking about another job. They want that experience on their resume. And so they recommend something that may not be optimal for the company. I mean, I just experienced that in one of the other startups I'm at, I'm, uh you could say, active t t 04 where I discovered the personal was recommending a solution or a partner an equipment vendor because it looked like they just wanted to promote that company for patting their resume. They just wanted. So sometimes you have to watch for that. You know, um, that's one that I'll see. That's the political dynamic. I mean, we're all humans, so we all will have it'll. Personal issues. Sometimes that's that's a challenge, I would say