I finished my undergraduate and from my A team address and then did my PhD and University of Texas at Austin on. Then I joined IBM after doing my PhD out in New York, and I worked at IBM for about 12 years doing different things. But I didn't get my PhD and, uh, you know, finite element analysis, which is, uh, I did my mechanical engineering. I did my PhD in finite element analysis. I wasn't really cut out to be a good engineer, but I was gonna math, so that worked out good. And I had no no desire to do any work in engineering. Um, but I guess a same time I didn't want to go into academics. Also, when I finished my PhD, So I gotta, luckily, got a job, a good job. But IBM, uh, which exposed me the clients right from the first day because I was working at IBM in New York, working with clients who are developing finite element algorithms on IBM supercomputers. Um, and so the first couple of years, I was working with clients and business partners and all that all over the world. And as I was working up with these guys. Um I realized that there was an interest that I always had in marketing. So I got interested in marketing, um, and business, which I had actually before. But I always felt like business and marketing was like Lola, you know, it's like, uh, not really hard core disciplines like fines and engineering. But anyway, I ended up working at IBM. Different jobs there, first in the application area. Then I got into marketing. Then somewhere in the mid nineties Also, I decided I'll do my MBA. So I got I am to pay for my MBA at N Y u. So seven in the evening classes. It took me three years, but, um but I finished in the early 2000 timeframe, and I already, you know, married. I got Children and all that stuff, and so it was kind of ah, you know, good investment and a lot of stuff going on at the same time. Then I worked for IBM for a couple more years doing strategy, business strategy, working on emerging technologies, which is what I was interested in on. Then I left IBM in 2000 and three and went to a startup in the area off high performance computing and bioinformatics and life. So I was in the IBM life sciences business unit when they started. You know, when the sequence, the genome. So So I was running the architectural group in, uh, life sciences. And then I, uh, went to this software company. We were creating software from that we got from Yale University, bunch of professors from Yale University trying to commercialize some software for their life sciences and, uh, you know, pharmaceutical industry. And so we ran. That was like the guy running the development operations of the, uh, software and then CEO met up with an accident off the company. So I ended up becoming the CEO of the company on board was there for maybe in a year or so. And then we ran into funding problems and all kinds of things because it's difficult to build a software business. That's one of the lessons I learned was limited funding or hardly any funding and eso we shut it down. And but actually I never took a course at the MBA, which I should have taken, uh, called bankruptcy and reorganization, which was a very important course at N Y. U. But I never did that. But I did a Chapter 11 bankruptcy off the company that I waas and we sold the IPE the same time I got. I said, You know, I worked at IBM. I was tired of working in large bureaucratic companies. E also wanted flexibility to do whatever I want on DA smaller company gave me the flexibility. And also I had decided in 2000, uh, that I would be spending a lot of time with my parents in India. So I wanted to work from India and spend a lot of time working from there. So I ended up setting up my current business in 2000 and six, which is Cabot part.eso instead of my current business cabin partners. And it focuses on, uh, one of my passions was, uh, emerging computing technologies. So that's what I was doing at IBM. I know, one of which was life scientists. But I've worked on high performance computing and so on. So I set up from on. I said, You know, I went back to IBM and I said, Hey, listen, I don't want to really work for you, but I can consult for you. Um, so they made They said, You know what we need? Um, I t analysts, you know, I think of a God are in a Forrester. We need people like that to cover certain technology areas on write reports and stuff like that. I became set up cabin partners morphed into an analyst from So right now, we have an I P. Analyst form a small analyst term, and I set up the company you know about, like holding 15 years ago, 2000 and six, and we do a lot of work in several areas. If you go to our website, you'll see exactly the areas that we work on. We work on area like high performance computing. We work in areas like Cloud Analytics, Air Machine Learning, Security I O T all the emerging technology areas and our clients are companies like IBM, Intel, Hewlett Packard and all that. And, uh, and we write reports allow Customs. Everything is project based. So get some new projects. We worked on it. I have a small team. It's a virtual team off various people with different expertise. Like I have a guy who covers Cloud. I have a guy who covers, you know, security and so on. And I built up a teen, you know, over the last 14 years doing this stuff and getting servicing the technology vendors. So today we have, you know, IBM, Hewlett Packard, Lenovo, Intel, K W, Amazon Web services. This gather all our clients. Okay, so and we write reports, but these clients come and go. It's not like, you know, a large contract. So you keep working on it. For years, he worked on short projects, you know, maybe two months, three months and more on to the next one. You know, that's what we do. So that's it s so that's my story. Uh, one of the reasons I said set this up because I could spend a lot of time in India taking care of my parents. Of course. My parents, I mean, I'm already 61 years old now. Her parents passed away. He was recently in the last two years. I lost both my mother and father. Otherwise, I would have right now be actually in India. Probably. But I was there in March and my mother passed away in April, so I couldn't go back to because of this golden nonsense that happened. It was unexpected. But anyway, I spent many, many years with my mother and father, and my sister was taking care of my mother when she passed away. But I was there when my father passed away and spend some time with him. He was 90 some, both of them were quite old. And, you know, I had a good life, and, uh, this is still actually older than I am. So anyway, that's that's how I got your, uh working at IBM, then, like the thing then wanting flexibility, wanting ability to do whatever I want. And I set up this business I didn't want to deal with, Um, you know, venture capitalists and people who have money and all that stuff just have my own business. So, luckily I've been fortunate I could do this. I've done it for 16 years. I'll do it for another 10 years, maybe another 12 years till I'm in my early seventies and then I'll retire, remembers it.

weekly work The top eso I basically I'm the owner of Cabra Partners. Okay, Andi managed primary principle manager, managing partner. So I'm like the CEO of Cabot partner. That's what it does. And, uh, my main job, I would say, is like two or three key things. One is is very simple. In a services business, there are three things everybody does. One is you get clients and manage the client relationship. That's number one. Okay, because somebody has to pay the bills. Okay? The client has to pay the bills. The second thing is you actually, so this is the hardest thing. Okay, I'm going with the hardest thing. The second thing is to manage the services that is delivered to the client. Okay, so on the third thing is actually to do the service is okay, so there's client acquisition client relationship, you know? Then the delivery of the service. And so you have a small team of people that you work for a project and deliver the services, and then you yourself actually do that project in part on. I do all all those three things. Um I would say I spend like 2030% of my time with client relationships and trying to sell to the client, the next project and all that, I would say another 2030% managing people in 30 like slip, you know, one third, one third, one third kind of thing. Um, I outsource some stuff to India. Have some guy over there in India takes care of mine. If I need a website to be changed or evidence of technical assistance or graphics, whatever it is, it's all done in India. So for my client, Andi, that's what that's what. That's what I spend my time. So Okay, Yeah. What? What are the challenges? The challenges are really to get, uh, contracts with. The biggest challenge in upon something business is to keep the client satisfied and continue to get contracts. Um, it's not an easy thing to do. You have to do it because the clients so that we sell to are not very senior, their product managers. So their mid level executives, whether they're in smaller companies or large companies and so they keep moving jobs. So you gotta follow them. Luckily, you know, with things like Lincoln and all that, you know exactly where these guys are. So we have implemented Salesforce eso We have some rudimentary CRM system that takes care off this thing. So anyway, that's the biggest challenge to actually deliver. The project is less of a challenge because there are enough people who can actually do what that needs to be done when they told what to do. The hard part is to convince somebody to spend money on something new, and that's the first. That's my primary objective, right? I don't spend enough time on it because it's a small company, so I don't need to go and sell large contracts. I don't need to sell reasonable sized contracts, So that's a yeah, No, I think the companies are large. If you see a client list, it's IBM and Lenovo and all that. But the contract with IBM are small. Yeah, e behave, you know, it's a two month project. Uh, it's writing some white paper or something like that. Every move on the next project so

I think the biggest tool is your own brain. That's what I used. Mostly. Um, I don't really use any. We don't do any application development or anything like that. They're basically writing reports doing research. Okay, so the tools that we use are some collaborative tools like Dropbox sharing, Uh, you know, project management tools, you know, very basic stuff. Uh, but I'm not developing software. We are writing reports and doing analysis, which is the people's brains and experience. Or most of the people that worked with me are in their late fifties and or somewhere in the fifties and sixties. They spent a career in industry and have, you know, some expertise in some area. And so a Z get projects. We can leverage that deep expertise that they have so that that's, you know, the rest of the tools is just a, you know, whatever. It's like Skype or whatever. All these things, you know, all the standard things. Nothing you