a long journey, so I'll try to hit on some major points. First of all today, I am vice president for A I Technologies and IBM Research. The journey to this job started with a bachelor's degree in computer science. And after that degree, even though I kind of knew and was conditioned because both my parents have PhDs that I would one day one to get a phd, I still really wanted to go out there and work in the real world. So I got a job as a,software engineer and I worked for four years and really enjoyed it. I worked in a medical imaging company in Israel, and after about three years, I decided that I did want to indeed pursue a research career and get a PhD and decided to go to the to the U. S. I was in Israel. I live in Israel. I decided to move to the U. S. And indeed pursued a Ph. D. at the University of Maryland in computer science. Coming back when I finished my PhD, it was a question of do I want to stay in academia into research or eep anemia or go into or the industry world. And at the time I stayed for a while a supposed stock and a little more work. I worked in particular in collaboration with NASA Goddard Space Center on and found that I liked that mix of doing research but still being very grounded by real world problems that somebody cares about and maybe be able to deploy well. So when I came back to Israel, had the opportunity to join IBM Research and and found that that mixed was a good point on that, so I made it. So I get research I've been with. I've every search over 20 years on the next step, and maybe the lemon will get into more details. Waas. Do I stay deep in one area of research? Or do I brought in and go more into the direction off management career within research, which is what I eventually did on, and at least for me, I found it very rewarding to be able to. I'm buying, understanding what the world needs and what the business needs are was where we should and how we do deeper research and but I eventually continued on that path and today have ah responsibility across a very large area and IBM research working many, many talented researchers around the world.

uh, executive in this role in research in a research organization. Ah, a lot of my decisions around what we do and where we should spend our time and what are good ideas for research. On the one hand, it's then on inspiring researchers that this is a good problem, that they should work, huh? And it's also working the other way around. So people who including myself, who follow the latest the developments in the world, ask ourselves How can, for example, in my area is natural language understanding and recent years have seen a lot of progress in Transformers language models. How can that really transform the types of problems that our customers care about? It was really matching those two in terms off hours. It's a global organization. I sit in Israel's of my Hours are typically long in the morning. I've tried to take it easy a little bit in the early morning and then have my vocal work with my team here and I file afternoons typically will have more work also people in the US But there is a lot of flexibility. On the other hand and in terms off travel and work from home. We now know that you can order ceremony all the time and never travel and everything's fine. But by Herzegovina I would travel about 1/4 soul combination of client visits, customers working with my teams across the world. And in the last few months, a lot of that has been done.

I alluded to some of the challenges on, and I'll talk about soft challenges around soft skills. On the one hand, being a manager, you deal a lot with people, and therefore some of it is really around. How we and inspire researchers how we can make sure people are happy and interested in what they're doing on the one end and still working on the types of problems that we care about is along. Um, that's That's one of the challenges, you know. How do you and especially since most of our employees in themselves are being cheese, everybody has an idea of what they want to do. So really happen. You bring all these guys together. Uh, is one thing another saying is because I lead a very global organization. You have a lot of internal competition. Ah, and repetitions or team in India, for example, maybe working on something that it just so happens that Steven Hi follow was already doing, but they have a new or idea the team in California and so on. So really, how do we don't want him left? Sometimes it's good you want to have, you know, many flowers bloom and try out a few ideas. But on the other hand, we need We need people to work together. So really getting people to want to elaborate toe understand that trying to someone I'll beat sometimes even like we do in research on Leaderboard for things like that. Um, is this long challenge like this? Yeah. And then, from from typical perspective, those were more soft issues from a practical perspective, working in such a big company, IBM, you really need to understand the business. And I thought it was a challenge, but especially and really understand where and how you can make that difference. But moving the needle of the company so challenge is not true. Uh, one hand. And the other thing is, I have an idea. How do I promote it in this? You know, I am a way we do. It is a lot of it is networking. Ah, combination of being knowing a lot of people, both of the development side on the product side, um, having conversations, having informal and formal conversations with some of it will be brains for making or buying confessions. And some of it just be kind of informal hair. Have an idea, and that's I would take on a high level there many little challenges when I would say the big challenges.