Well, I think the it's hard Thio line up my personal experience with a lot of other people. It's It's a story of a couple of different things. Um, I went to school when I went to school at UC San Diego when I studied economics and theater. Uh, I wasn't a great student, but I enjoy the process of learning. After I graduated from college, I was set up to get a job with a friend of mine working in HR for the jump start up in Marin County. Um and then I realized that I wasn't quite ready. Thio settle down. I had, like, a midlife crisis at the age of 23 on gun after that. So I moved down to Los Angeles to pursue a career as an actor. So I came down to L. A. And I found some minor element of success. Um, as an actor, I did a lot of commercials and TV, and I wasn't the stereotypical waiting on tables. Odd jobs sort of guy actually make a living at it. And then, um, fast forward. A couple of years, I had broken my back. Um, and I was recovering, and I saw that on TV for a game show. There's there is a long story in this is actually accurate. Uh, long story short. I went on a game show watching the game show that night was executive at Universal Studios, who remembers the way I handled myself on the set. He knew I had a business background, and then he offered me a job in strategic sourcing, which was a procurement, and it just worked for me. I was very fortunate. I left over dozens of years of experience, uh, to do that. It really taught me the importance of hiring the person off the resume and giving people chances to, um, to be six to succeed beyond beyond just simply what's on the piece of paper in front of so something that was very humbling in that regard. And I've tried Thio make the balance of my career about finding opportunity for the people. So one of the things that I learned is a couple of things that I really applied on a day to day basis is, you know, if I wasn't professional, said if I didn't handle myself well, I wouldn't be too where I am now and it's it's about, you know, making sure you're always putting yourself in situations where you could be presented. Meeting. People are make new connections or opportunities. I think that's really the big learning for that.

Well, you know, nowadays, the weekly work hours there is an interesting number because we all work very differently now. Sometimes you work long hours. Sometimes you don't work is long. Sometimes there it's 24 hours a day. And the fact that we're accessible anytime with these devices mean the notion of work hours is pretty much an anachronism. Um, you know, my job is really about business development, establishing strategic partnerships. So I have to look at the landscape and figure out relationships that are commercial that could be additive T to us and to our clients, um, as well as, um, general market strategy. Identifying who the competitors are, understanding the landscape, What are some of the things that present unseen opportunities? It's a really interesting job in the context that there's so much change going on. There's so many new providers going on. There's so much changing in the economic and the landscape that you could never really learn everything. So, uh, that's something I do like about my job, and it's heavily reliant on connecting to people. And a lot of what I do, which is surprising, is facilitate relationships that have nothing to do with INBio. Um, and the reason why is because now, in days you your value is defined by the value of your network. So the large, larger your network, the more you're able to connect people to each other, the more that will help you in the long run, establish yourself with somebody to go to, to get things done.

well, I think the biggest challenge that I have and one that you have in most organizations is that the pace of change is very slow, right? So if you think about organizations as a whole, are slow to move slow to react to different things. But it's easier to be reactionary, as appears to be production Eri It's easier to get addicted to putting out fires as opposed to pursuing toe building a house, right? It's a it's a It's an issue of priorities. I think the, um, the big challenge in that is battling a lot of organizational, both internal and external, that are resistant change as well as the limitation of resource is and establishing which which way to place your bets. I think that the best thing you can do to succeed in business is to recognize that at each stage in your career, your contribution organization is very different. And for example, uh, you know when you're early in your career, your individual contributor, you're you're responsible for a significant amount of output. As you move up in your or your professional life, you end up becoming a manager of people as opposed to me that a contributor. And then you start to get paid for your decisions on Ben. Once you're able to recognize that the value you bring to the table is pretty good in your decisions as opposed to producing something, then you have to recognize them how you can implement those decisions. So the ability to me is important to be able to have an idea, fulfill flesh out the idea, execute the idea sustained and hand it off, eh? So from that standpoint, each of those things represent a different organizational challenge. A great example. You ask for specific example. We have as an organization. We've been in business for 26 years. We've never really done a really good job at partnering with other other companies. Um, as such, you know, we hear a lot of back and forth in regards to a partnerships never work or we have a hard time, and no one ever really understand our business model. But what it boils down to is they never actually operationalized, never actually build a process never actually created a campaign around executing. So you have to deal with the organizational mythology around what's possible, what's not. That's a that's an example