Absolutely. So I did a bachelor's in business administration here in Utah, the University of Utah, and during that program kind of got exposed to technology and decided to do a masters information systems. Um, it was kind of the I call it the translator. Between tech and business, you kind of speak both languages. Uh, wasn't a huge fan of the coding, but wanted to understand it and found a couple of internships that were, you know, kind of tech related, but not really what I wanted to be doing. Um, but anyone who's looked for an internship knows they're really hard to get. And so you get whatever you can take to get that work experience. Um, So I did pay per click marketing and S e o marketing. So kind of started learning some of how you know, some of the website of things ran and how they did some of that side of the business and then, um, found a job at a consulting as a consultant at E M. C. So very product focused company. We were building out the services leg of the business in the US, so they had a traveling side and they were trying to do remote delivery in the U S. For, you know, like government agencies and places that required on on in country support. So really started trying to shape that. So I was trying to figure out what the role was and what it meant. There were a team of nine of us that started together to try toe figure out what that was, and being able to define or figure out what something was and create a position out of a very vague guidelines was something that I learned very early on on dso thing. That's really served me throughout my career because I think a lot of us in technology No, I mean titles change and they vary so much, depending on what company you're at. One title means something different, and there are a lot of roles that kind of just overlap different responsibilities, depending on where you're at. So that flexibility that I started learning their early was very critical and then um started taking on more responsibility on that became a manager of that team, later built that team thio upwards of 35 people. By the time that I left E M. C. Um, after I became a manager, started working on some of the practice. So what we were delivering globally and figuring out how that should be delivered the process side of things and improving that process, Um, war multiple hats at many times in that period, eyes something else that I've learned is extremely critical. The capability of doing a couple of very different things. Um, especially when you're at small companies, which I met now, but a large companies as well. Um, so we had all sorts of battles trying to create a new team trying to really make a place in the business for something new. Um, so you start to learn how to have some of those, you know, justifying your team conversations that, you know, trying to explain what they're doing, the importance of value, how you're different, those really value add conversations. And then after that, I took a roll. Identify. So I mean engagement manager and learning and development specialist kind of again wearing multiple hats. One of the things that I've done here is build all of our new customers build a kind of a standard process for getting our new customers up and running, uh, with the platform. So it's kind of a quick, super quick version of, you know, from school to where I'm at now. Some of the some of the key things that I think have helped me, and then I've kind of learned over that time.

So, uh so as as that role, it's really think of it as two different aspect. It's the internal side of things where helping figure out what are our services. What are we offering to our customers? Um, training both the internal resource is like our consultants as well as that customer side of things, which is the engagement manager so overseeing projects, talking to customers, uh, kind of the administrative side of professional services delivery on a technical project. So responsibilities and decisions. There's a lot of customer satisfaction kind of conversations, you know, deescalating things. If they get escalated, trying to understand goals and requirements of the customer that might be articulated. Maybe not so clearly trying to get to a point where both they and you understand what we're trying to do, Why we're trying to do that. Ah, lot of questions asking that one more question. A za consultant. You very quickly try to solve problems, and sometimes that's a good thing. And sometimes you have to ask one more question, because maybe that problem that you're trying to solve is not the problem that the customers trying to solve its just a means to an end. Um, a lot of time on zoom even before you know all this lock down and everything. Ah, lot of time on phone calls. Most of my day is spent on the phone. Um ah. Lot of email, correspondence and then project management. Like tracking, talking to the consultants, helping them with any direction that they might need. A Sfar. Aziz, you know, what are we working on next? How do we communicate this to the customer touch points with the customer, and then a Sfar Aziz travel. And like the work schedule, my work schedule really varies. So I live in Utah, So mountain time zone obviously is not one of the top time zones where a lot of large organizations are And most of our customers are very large organizations. So I sometimes will start my days early. Like on Thursdays. I start at seven o'clock, but traditionally, it's kind of just get your job done. And you don't have, like, a unnecessary time that you have to be working. So every now and again, if I have an early meeting in a late meeting, I'll take off during the middle of the day, take maybe a long lunch. Very reasonable work hours. Some weeks are grueling, and you put in something like 50 hours. But typically that's just kind of solving problems. And on the most part, you're really doing a standard 40 41 hour work week. Depending on you know what the week looks like and travel wise. For me, it's perfect. It's about once a month you'll go somewhere. So either we do technical trainings where we're going and learning something new, interfacing with our sales team. Because it's very important to have that relationship with the sales team, um, or our sales Kickoffs. And, of course, also meeting with customers. So you'll spend maybe couple days on site or a week on a customer site and really either building that relationship if it's a new customer, or maybe doing a workshop where it's really valuable to sit in front of them and pull in additional team members that might be on site. A majority of it is working from home before and now. Now there's really not an option, obviously, but it honestly hasn't changed the way I work too much, minus not getting that travel time, which is very critical

So one of the challenges is that every customer environment, every customer team member is different, right? And so one way that you learn to answer a question or solve the problem at one project or one customer might not work either with the next team member that they assigned to you or with the next customer, Right? So it's really difficult to figure out, you know, you can't do a cookie cutter. No, this is exactly what we do every time. You can have that as a backup for a starting point. But really being able Thio, listen to customers and your co workers and understand trying to like I said before that, asking one more question, you know, really getting an understanding of what's going on s so that you can then Taylor the response or the action to you know, that exact circumstance. Another difficult one is dealing with different, uh, priorities. So we deal closely with, of course, customers, but also the sales team and the sales account team has different priorities than our professional services team does. Just by the nature of the business, right, and so understanding how to get those two teams again to understand, You know the importance of what the other person needs and how to get to that that end. State of you know, everybody wants the customer to be successful. But how do we get both the sales team and the services team happy with meeting their goals as well as making the customers successful? So ah, lot of a lot of communication relationship building, you know, getting people to trust you under getting their side of the story and understanding things. It's very critical, absolutely critical.