sure. So I have a little bit of a long, long path to get to where I am now. I'm the CEO of a biotechnology company called Index, but my career, obviously I went toe was a biology major in college. I went to medical school. I thought that I wanted to be a practicing doctor. Um, but E would take both in college and medical school. I got very interested in research. So when I finished all of my medical training, I spent five years doing research and then realized that what I really wanted to do was sort of the interface of research and clinical medicine. And that was sort of the pharmaceutical initiative developing out I went through to Merck, which is one of the large global companies. I worked in the R and D division, learning how to develop medicines on, then worked for two other large pharmaceutical companies in sort of senior positions in the company. And after doing all that, I decided what I really want to do is run a little company and to sort of start up. So I left our companies and have been building a small bottom technology

Yeah. So the main responsibilities. You know, when you hear the when you're the CEO of a company, I mean, obviously, you you need to sort of set the strategy of what the company is going to do. Um, you need to decide where you're going to allocate capital as you as you, you know, think about where is the best return on investment. I think one of the most important things you do is to try to make sure that everybody in the company knows what the company stands for. And so there's a lot of vacation about the value of the company, the mission of the vision of the company, Um, so that that there's a lot of what you do as CEO. We also do a lot of what I call storytelling both to the employees and investors so that they you know that that's that whole street. Why does your company exists? What is it you're trying to accomplish? And why should people either work for you or invest you or join your, um, you know, the top three priorities are develop medicines, develop medicines, developed medicine. That's what we do for a living. And that's true of. But behind that is really, you know, making sure that you have the absolute best people working for you working with you, appreciating the hard work that they do and keeping them motivated. You know, times get hard. Sometimes on bi weekly work hours, my weekly work hours buried a covert world. My work hours were spent just like this. Yeah, on videos, talking thio two employees to investors to partners. Um, but I would say in the non covert world, spend a fair amount of time out talking to physicians who are We're trying to develop medicines that they're going to use. So I want to understand their perspective. I way run a lot of clinical trial. I would like to go out to the States, were running the trials and see how the physicians were experienced in using our medicine. Um, and then a lot of time, you know, with with my employees, just making sure they understand what we're about, Why we're doing what we're doing. And they have the resources to do that

eso the major challenge when you're developing medicine. Um, you know, there's, ah, it's a long and complicated process and you learn a whole lot about your medicine as your developed. So e would say the pharmaceutical industry in general, biggest challenges Do you have? Do you have, ah, novel new medicine? You have something that's gonna, you know, improve people that you're working on and along the way you think you do, and then a new piece of data and you realize you don't and you have to start all over again. So that the biggest challenge and I would say the pain point in our industry is just just scientific method of trying to figure out Do you actually have an important new method? Um, e gets the effective strategies to overcome that. My point of view is to realize that you're in a high risk business. And so you know, what I've learned over my many years of working in this industry is most of the things that we work on turn out to not be great medicine, the nature of our business. And once you understand that, and you internalize that, you don't get too attached anyone program. And so if a program turns out, have a problem, it's not gonna be a great drug. That's okay. We just move on and you find other things to do. So what What is having that? That stuff that you can't control? There are things you can control, and you worry about those things. You can't. You can't roll If you spend a lot of time worrying about them. That my point of view, that's gonna wasted energy. Yeah, yeah. Science will tell you whether you have a great medicine. You for the right experiments Do the right kind of apples. Yeah, it's not a good medicine. Then you've done your job. You have this old saying in the pharma industry. Did you fail the medicine or the medicine fail? You Medicine failed to, because it's just not a good medicine that out of your control, there's a good medicine. And you got proving that that your control That's your focus. Yeah,