not interested in technology. When I was in high school, I pursued a electrical engineering degree in college which I practiced the art of engineering to Onley A for a very limited of time. I was involved with controls engineering for a period of time, but then parlay the the thought process, the analytics, the ability thio parts problems and troubleshoot into product management and then strategic management and eventually into the business management. So that that's, ah, quick version of my path of how we got here so far.

you know, as faras the responsibilities for my role. I've I've got a responsibility to three constituents, same same as anybody in the business leadership role, my customers that I need, toe solve and, you know, help them solve their problems and deliver for our commitments to them. I've got employees who are under my charge. So I need Thio. Consider what they do and how to help enable them and doing that effectively. And then, of course, it's a public company. So we have shareholders and we've got a judiciary responsibility. Thio deliver growth and profit to thio those folks as well. So it's It's a balancing act between those three pieces. Um, my own personal philosophy is that if you aren't getting it right with the customers employees, you'll never make it right for the shareholders. So there's Ah, there's an important combination there. Um, you know, as faras, I would say my relative, you know, priorities. Um, you know, any any business, any commercial enterprise today, you know, has toe have some aspect of growth and productivity associated with it. It's it's how we stay ahead of inflation. It's how we basically create value in the market in the case of being a public company or even in the case of a private company, its how you create value for for the ownership. So, you know, driving growth, driving profitability, which involves both. You know, uh uh, managing incoming revenues as well as controlling costs. And and, like I said, delivering productivity on Ben, you know, the third the third top priority, if you will, is probably ultimately, you know, are all aspects related thio customer satisfaction. Because if you're not meeting the needs of your customers, if you're not helping them solve their problems, if you're not meeting their delivery expectations so they can satisfy their customers, then the whole thing starts to fall apart. So, you know, from from an absolute prioritization, it's it's pretty straightforward. Um, the last part of the question on weekly work hours. Well, um, there was the pre covitz stage, and then there's the postcode stage. So with with normally in my role, I would be traveling extensively all over the world. I have customers and manufacturing facilities literally around the globe. Um, this year, of course, you know have not had any travel thio to speak up. Eso the hours have been, ah, bit more normal. But the days stretched. Just simply, you know, having a global responsibility. Probably most things happen within ah, normal workday. You know, 7 to 5726 type timeframe. Um, but again with, you know, with with with having business in Europe and Asia as well as the Americas, sometimes you have early morning. Sometimes you have late night meetings that go on a swell.

there's a there's a balance between having a plan and being very flexible and agile, right? And I think a lot of companies will operate in a very responsive way. And the veal er, in the process of potentially trying to be responsible, veer far enough off of their plan or their core strategy or their core competency or value proposition that they suddenly find themselves challenge to deliver, you know, effectively because they strayed too far. Um, you know, being too rigid and with no flex for your customers or their situation isn't gonna work either. So, you know, finding that defining that strategy, holding yourself accountable to it, sticking to it and then allowing for some flex without actually going off course is is a major challenge, right? There's always gonna be forces and influences toe pull you 111 way or another. Um, I would say the other. The other major challenges just the aspect of, you know, Ambi, ambiguity, uncertainty, Um, you know, were you know, in this particular role, you know, your job is toe toe, look forward and and lead forward, right? It's not so much to worry about. Yesterday is is what we're doing tomorrow. And, you know, this is a great example of no one saw this coming right with with the pandemic this year. And so you know that that's one of the That's one of the major challenges and eso as part of any strategy, there should be a little bit of resiliency testing scenario testing if you want to call it that. Um, you know, I think probably a lot of students do that in various courses and, you know, in various ways maybe using different, you know, terminology. But you got a stress test, a little bit of what your plans look like, so that if if you are hit with something unexpected, you know, will it will it stand up? It's kind of it's kind of like doing, uh, you know, wind shear testing on a building If you're If you're an architectural student, you got to know whether you know, when the bus comes, the building in the state standing right, um, you know, as far as approaches to overcoming them, I think I mentioned that is part of my my educational background. You know, I've got a that kind of an engineering mindset, analytical mindset. I tend Thio, try and break things down. Thio really get to understand what is root cause and not symptom. Um and there's a lot of things, you know, that some people refer to that as, uh, you know, elements of the Toyota production system or a lean six Sigma methodology. If if you're more familiar with some of the manufacturing terminology, but at the end of the day, it's it's really just being able to take situations separate symptoms from from what's causing those symptoms. And then you know what's leading to the root cause and and how do you How do you course correct it. Okay, um and, uh, not shuriken site a specific example off the top of my head beyond the couple that I already gave so far. Okay. Thank you.