Yeah. So I guess I'll start with a little intro. Uh, my name is Bill Route. I work in Silicon Valley. I'm the president and chief operating officer of Moby TV, which is, Ah, a software company in Emeryville. Um, I've been at Mobi TV for 11 years and how I got my start. I sort of grew up in Sprint back in the late nineties, um, all the way through till 2009, when I ended up moving at the time I was with spring, I was in Kansas City, uh, took the opportunity to move out to the bay area, um, working for Moby TV. So you know that, uh, that's kind of how I got where I am. I mean, the, you know, the path to get there is everybody takes a different path. Some people have mawr. Straight line mind, I don't mind, was in a straight line like from, you know, graduating college until about 30. It was, you know, kind of all over the place. And then I sort of hit my stride at about 30 and, uh, you know, been pretty, you know, kind of on that in that telco. Sort of that. You know, telecommunications, media and technology that TMT space. Ever since it

It's a great question. So the elevator pitch it's really TiVo a za SAS space service. So it's a B two b two c play eso. Our customers are cable companies and cable companies. Today. Most of them are delivering video the same way they have been for 30 years, which it is. Earth stations down link satellite feeds, multicast delivery over kind of legacy qualm, uh, set top boxes. It's expensive and you know it's a it's a It's a business that's really starved for margin, but it's critical because the cable companies need a double play. Thio. Keep the broadband business, which has much better margins twice is good. So, uh, the pain points that our customers have is they can't afford to stay in video. They're getting squeezed out. Content costs are going up. Competition from over the top services are is fierce, uh, multiple levels. And but they can't get out of video because it'll kill them on the broadband church. So, um, they really have had no solution. Now that the guys at the top of the industry, the Comcast of the world, the charges of the world, those top three or four, they're able to solve that problem themselves, and they're doing the same thing that our company does. We just do it for everybody else. So we come in and we basically provide a centralized, cloud based, sauce based solution where cable companies no longer have toe Have any of that infrastructure? No head end, no multicast Kwan without getting the details that that video that Kwame Delivery takes half of their broadband spectrum and dedicates into video? They can't monetize that, um, that we come in and we have everything in the cloud. All thousands of channels air. There are DVR is there. The U X is advanced and instead of multicast, has delivered unit cast. Adapt a bit rate http the same as Netflix or YouTube TV or any of those and, um instead of, you know, cable companies having to send trucks out like when a cable company install set top boxes and they rolled trucks out. It's $1000.1200 dollar cost for them. That all goes away because, you know now they direct their customers just to go toe whatever APP store you want and download it again. You've got your cable company branded app on your apple TV Roco, Amazon Fire, Android TV, whatever mobile tablet and it sits right next to all your other APS. And so it's a basically, you know, it modernizes, and it basically makes them the ultimate V M v p d. Or you know that it makes him not only competitive, but they can crush the other over the top mbpd competition that they've got.

um, you know, So the responsibility is is basically everything. I mean, you know, the responsibility is, uh, um to grow the business. Um, take care of the employees. Um, take care of our customers. Those of the responsibilities. What it looks like day to day. Um, for me is if you if you've ever been to, like, you're probably too young, But it used to go to the circus. They'd have all these, like, wooden sticks, and they have place. And I would, like, keep all these plates spinning and all these sticks. And really, I feel like my job is to make sure that because you can't keep them all spin. So my job is to make sure that the different organizations keep the right plate spending at the right times, like you. You know that? Just that. Focusing on the priorities. Ah, and my hours are probably, you know, uh, they, you know, let's say 7. 30 to 7. 30 Monday through Friday. Um, it's, you know, it posts in this pandemic. Everyone's hours that we're going up, not down. You know, people are we're getting a lot more productivity out of the teams myself included. So Yeah, and then a little in weekends. Vary. You know, if there's a deployment or something, significant will work out on the weekends, but they're generally pretty light.