thank you for having me excited to be here. Um, my personal story is a little bit untraditional. So I started. I was a collegiate volleyball player at Fordham University. Eso My whole collegiate experience was really focused on sports on and I didn't have really any internships that were things to point back to in my experience. Before I ended up taking my first job out of college s O. I was a finance major who started going to career fairs and meeting companies that were, you know, large financial institutions and, um, ended up feeling like there wasn't a great fit for me there. Which was kind of ironic because I had studied obviously in that field. Um on I ended up meeting a recruitment company at a career fair. And that was kind of the way I decided what I wanted to Dio felt really comfortable with the personable nature of their boys and who I was talking Thio and so ended up joining a recruiting recruitment agency right out of college on board. From there, I got connected with a couple other people inthe e hr tech space and ended up joining a really small startup called Ripple Match, which is where I am now. So my path, even within that company, was a little bit weird. I joined to be a part of the startup. I loved the mission that they were, um, that they were working on, which is to help candidates who are currently students find either internships or full time opportunities. Post grad. So that was something I could really relate to, since my own job search had been a little funky, um ended up joining them on the sales side of things and after two weeks changed into a customer success position to help manage the book of business of clients that they had at that time and then basically just kind of grew within that that side of the business. And now I'm the director of customer success here, so that's kind of my story.

um so a lot of what I do, I do manage a team. So that's a big part of everything that I do at triple match. I have four people who directly report to me, and then I have three dotted line reports. So a lot of what I spend my time doing is prioritizing work amongst different team members, but also working with them individually as a manager, you know, so helping them feel problems, helping them get through what they need to get through, but also creating goals and prioritization for the team s O that at the end of the quarter were able to say, You know, we hit our goals or we achieved whatever target it was that we were looking to get to, um so those were kind of two big things I would work on. I'd say other things are like product creation things. So ah, lot of what we do. We're very customer focused, product driven kind of company. And so a lot of the new products and the new things that we release tend to be inspired by customer voice, which is kind of mind domain of the organization. So I help a lot in that ideation process in creating new products in making sure that they translate into what are users air actually looking for? Um, And then the last thing probably would be like a risk evaluation kind of scenario. So we are still pretty small on DSO. We always want to make sure our accounts are pushing forward and accounts would technically, for us, mean employers. So employers who are using our platform making sure that they're really happy with the candidates that they're meeting and getting introduced. Thio. Um, so that's sort of my I guess those were kind of four priorities, but 3 to 4 priorities of you know what my job kind of looks like.

Yeah. So there's a lot of pain points. I mean, I think a lot of especially when you work with customers, what you do is solve problems. Any time that you're gonna be customer facing, you're gonna have inbound requests. Eso it does tend to be a little bit of a reactive work stream. As probably the first thing I would say. I think that one, um, one general like thing that a lot of startups think about is scaling properly. You know, we are a super high growth company. And so one thing that we think about a lot is how do we We've got our sales engine churning to bring us new users and people who are willing to pay us to use our product. How do we make sure that our product is able to service all of those different people who all have different, you know, use cases for why they would like to use us or ways that they'd like to use our product on dso making sure that we're scaling not only our customer interface in the way that you know our customer base works, but also just how generally, how is our business scaling, keeping in mind all of the different moving components that go into making a business successful. Eso I think scale has been something we focused a lot about, Um, one other issue we face a lot is just product adoption. So once you have all these people, how do you actually get them to use something that they've never used before? So I guess one kind of example is thinking about when you bring on a new customer within customer success you. Technically, you would tend Thio onboard them to your product so similar to the way that you know, when you start using something like Instagram or Spotify, there's a tutorial that walks you through how to do you know how to create a playlist or how to search for an artist. We do that with our customers. We show them how to use our product, but it's still new. So how do you get that to really stick? How do you get that to be something that they want to come back thio over and over again? And so for us, that means how do we get them to use our product to connect with candidates at the end of the day. What they're hoping to do through Ripple Match is make hires. And so we need to help equip them with the tools that they need to use our product on DSO. One big thing is, if they're not actually going on to our product and logging on and using that tool, um then we have a big problem with our product adoption. And so that's something that I think we do think about a lot, um on. Then I guess the last challenge is sort of what I mentioned in the first place, which is just being a reactive work stream. We work with customers all the time, and making them very happy is what we're hoping to dio. And a lot of the time that looks like having product changes that work for the customer, helping them use the product in a new way and just being able to be flexible, tailor made for our customers and responsive, um is probably another big challenge that we face