leave 40 years old. So, um, everyone, please take take whatever I'm saying with a grain of salt, because who knows? Well, being 20 years, so way should chat again, attack that time. But just to provide you with with an overview. Um uh, well, where I come from and what I'm doing right now. So I m a studied computer signs, uh, in Germany and, uh, 11 pivotal moment during my studies was my time in I spent a year in Montreal Azzan Ex exchange here. I'll get back to that later with with some other questions that that you probably will ask you. But I finished finished with a master's equivalent and and I was always a developer software software engineer. But I never wanted to be a software engineer. I knew it by by doing What I knew was I wanted to have, like, something that was a little bit more, you know, bigger and in oversight and not not so deep and on what I was doing. Andi. That's how I got into project management. And it was again, I'll share that story later through, uh, more or less luck, but also through a deliberate push on my end that I ended up in London in an advertising agency to do digital production. So I was responsible for setting up, you know, bigger websites and platforms for for whatever campaigns who were doing back then. We were predominantly working for Nokia, the then cell phone manufacturer, which doesn't exist anymore. On Ben. I got a job offer in New York. I moved to New York. Um Thio then oversee a group of producers in the advertising field. And then, with a small detour, I got Thio become the director off three agencies digital production and and took over a studio of developers and designers. I realized that the scale wasn't really there, that the actual work was really hard. Thio maintain. So I established a a partnership with an offshore provider in Eastern Europe and that got me into this. Um I mean, off shores Sounds like a negative word, but I was looking for a bigger partnerships at scale and how to leverage that, which then let me thio the holding company of the agency. I was into to look at the holding company at large and to see how we could use our own assets, our own entities and groups within our larger, you know, conglomerate of various networks. Um, just to make better use of it and to create a proper center of excellence that really delivers value. And this isn't just there for for cost cost arbitrage. Um, that Let me. Then thio actually start hanger worldwide hanger existed as a brand before in Costa Rica. Um, but we combined it with another entity of ours and Mauritius and I actually started a new operation in India prior to then joining forces and putting all those three things together as a hanger worldwide, which I now head up a CEO. So that is that is the journey. There were a lot of, uh there's a lot of detail in there, of course, a lot of things that have happened, but I hope that makes sense, you know, in terms of the journey In a nutshell.

um I mean, the responsibility is, of course, first and foremost the health of the company, the growth of the company, Andi ensuring that, you know, we have a strong mission and vision, and on the strategy that that that gets us there. The biggest thing that that, of course I'm doing is I'm working with my my executive team and the wider global leadership team that that's how we're structured on a global level. And then we have our office leads. So think E thing that I'm doing is working with them. And it's of course, working on our existing clients and partners and making sure that we're delivering outstanding work. I'm working on a lot of new business, um, activities. Since we are a center of excellence within a larger big corporate, publicly traded holding company, I deal a lot with, you know, the other groups, the other agencies with within our organization, um, Thio, ensure we're set up for success were set up for for for good new business pipelines. Pipeline three. Other thing is, of course, an internal things. Um and there is a structural things. There are cultural things and communication, so eso you know, those are Those are the key things. Um, in terms of my work hours, I mean, everything has been turned upside down ever since Covitz. So, um, but I have very intense mornings because I am speaking with with our co workers in India with more OSHA's Andi, for some reason, everything, like, just really, uh, consolidates in the morning. And then, um, way have we have a 11 month old baby. So I support my wife, uh, and do a little bit more of that in the afternoon. And then, um, I would say every second day I always had a night shift. Thio pick up the work that I couldn't finish during the day. So it's not too bad. Um, but but yeah, just trying to manage this, I guess everyone else did.

Yeah. I mean, in a in a leadership role, it zall about people, especially were service based company. So everything was about people. And then there's this concept of the service profit chain, which is a very simple yet very complicated Thio execute principle which says that happy people, happy customers, pretty much meaning more money. And I mean, what what does happy people mean? It's very complicated. Eso so yeah, like the key thing is dealing with people. And what does that mean? I mean, it means you have to listen a lot. You have thio you have to really work on, you know, your empathy and that's that. It's really hard. I mean, who's really I mean, true listening is actually very hard to do And yeah, and And then the other thing is, of course, that we have to lead by example. Whatever we're way set out to do is is to really stick to that and s Oh, yeah, I mean that that that that's the key thing. And I would, um, you know, advise anyone to really, you know, to really spend time of that read up on that work on yourself, Thio becomes much people focus impossible and then acknowledge things like emotions for that because they have president, everyone and and they're really in balance. So, um, yeah.