thank you very much for having me on this call. It's such a pleasure, Thio. It's kind of humbling to speak a little bit about my background, how I got here. Um, truthfully, I got here by dumb luck. I wish I could tell that there was some great strategy involved, but there really wasn't. I graduated from Berkeley, I was working for a law firm. And, um, I was interacting with individual who used Thio run a small personal agency, San Francisco, where we would often attract are paralegals from. And she asked me, You know, what does plan to do once I graduated and they didn't have much of a plan? And I said, I'm not sure if she basically invited me to come work for her, and I did, and it was truly the best decision I've ever made. Um, I'm one of those super lucky people who has fallen into something that they absolutely love from day one. And I love the art of understanding the complexity of a business and then identifying individuals in the marketplace and cultivating that talent and bringing them in and introducing them into an organization. And then, of course, seeing those individuals prosper and grow. So that's what I've been doing. I started with the company, obviously with this firm, um, Sybase, which some of you on the call may or may not know, it was one of the first relational database companies way out there. That was a bit the Sybase and Informix and Oracle. And, of course, Microsoft and SQL. We're all part of these big players. And so Sybase was a customer of, uh, the agency that I was working for they had sent in. This is before we had Internet, some kind of dating myself. But they actually faxed over an order for a recruiting coordinator, and I decided to apply for the job, got my foot into a tech. So I think the combination of really knowing early on about something that I really enjoyed and then applying that to an industry like high tech that was growing so quickly has really positioned me too, you know, to really kind of get to where I'm at. And so I've been really fortunate and very, very, very ungrateful for the, uh, please have a driving given

So I'm currently the SCP of talent. And that basically is a very fancy way of saying that my team and I responsible for talent, attraction and recruiting I'm also oversee all of our diversity initiatives and inclusion. And, of course, once people get to our company, um, it's, you know, Are we delivering on the promise? You know, they do what we say that I would say, you know, does the resort match, You know the brochure. So how many times we've been on vacation where the brochure looks great and you get there and you're like, Oh, what? This is not what What's up? The travel agent told me. So we wanna make sure that the employee experience surpasses anything that we possibly could have, uh, could could have spoken about during the interviewing experience and s Oh, my role really is focused on anything having to do with identifying talent and then making sure that that, um, talent has a great experience at the company. And, um, my three priorities are pretty are pretty, pretty easy. I want to make sure that we have an extraordinary talent friend, and that means that all 2000 employees at so fi are brand ambassadors that they are, in essence, recruiters that they're out there talking about how awesome it is to work at this company. And that's really important that you have evangelists out there on. The second thing is that individuals, when they come to consider so far that they're having a very fair and a very incl inclusive hiring process, that they know that they are having a chance to evaluate the company, that they're being evaluated without bias. That's something that's really hard to do, and one that I put a lot of data and a lot of, ah, time into thinking about How is it that we ensure super fair and objective process and then, ultimately, that we're always hiring the very, very best? Um, that, you know, we are running the process, that we have a pipeline that z diverse but that were attracting and bringing in the very, very best towns because you've heard the cliche. It's a war for talent and you know it starts at the university programs and we wanna make sure that we are bringing in the best and the brightest minds because they're going to be the future and these are the individuals that will really shaped the organization in terms of my office hours. Um, you know, it's funny because my kids and my kids, when they would tell you that I worked a ton. But, you know, I'm I'm a little bit older my career, and when I started, I think I already confessed to you that we didn't have the Internet way, have fax machines, and back then everything that we did had to be done in the office. And so if I had to catch up, I had to stay late in the office or I had to go in on the weekends, which I frequently did. And it wasn't a big deal. And now I'm able to do all of that work on my terms. And I think this is something that you know are millennials have taught us that it's totally you're just Azaz, capable and just as impactful by collaborating with people you know on your own time. And as a result, it has completely given. I think it's redefined the workforce, and it's given all of us a lot more flexibility than we ever thought imaginable. So you know, I tend to work during the day. You know, like a normal work, our But then I catch up in the evening for like, if I've got the clients or, you know, offices, you know, outside of the United States and international regions, I'm always available, and that's all the great And then, of course, if I'm speaking to executives or two candidates who can't speak to me during the business hours that I'm able to catch up with them over on the weekends or after hours, but it all works out, so I really appreciate the flexibility and I feel like the substance in that time Millennials have given us, you know, have taught us the way, and I'm really grateful for that.

The major challenges for us is, of course, is making sure that is how do we know we've hired the best? And so, you know, everybody says that they're trying Thio, and certainly my team tells me that we are. But how do I really know that empirically And as a result, I've put together you many different processes in place. That really does measure that quality of higher. And you'd be surprised that sometimes, you know, we could be really biased and say, Well, individuals from these super elite schools are gonna yield the best or individuals who have worked at these very no marquee name companies. You know, they're going to be the very best. And what we're learning is that that's actually not true. Is that sometimes individuals who are coming from middle tier schools or from some of those unconventional industries or companies actually do better in our environment than those who may have come from. There's, you know, those big household names that we all know about right? And I think the reason is that thes individuals, you know, they are a lot more to prove on day come to us without these sort of preconceived notions on how something needs to be done. And having that open mind about how to approach a problem truly with like a beginner's mind is totally refreshingly than having somebody who comes to me and says, Well, this is how we did at Google. This is how we did it Amazon, which maybe, and maybe that was really effective. But that might not apply, you know, in a smaller environment on DSO that is something that putting together those processes, you know, that hiring criteria, that those data points, that that really do empirically show us that they were hiring somebody who is adaptable, somebody who can critically think somebody who knows how to collaborate. Somebody's got great communication, somebody who has a mindset for resolution of technical resolution, those individuals. Those are really the attributes that that really do define a great hire, and those individuals end up doing really well in our environment. And so trying to make sure that our interview processes reflect that is really important but going to employ experience, making sure that when individual comes on board, if we know that they need some development in one of those areas that we've got the training and the programs to proactively address it to get them. You get them up to speed in these some in some of these areas to make sure that they're gonna be super successful in our environment and that they're getting the support, you know, from day one.