So, um Well, thank you for having me. I really appreciate it. It's an honor to be here, and I appreciate the opportunity to share. So how I got where I am today is just, um, through continuing to try to learn and by myself in new and unique ways continuing to try to adapt to changes in business changes in technology. Um, trying to think 3 to 5 years in advance of how I can better position myself and our organization. So, um, education has been a huge component of that. Um uh uh when I was young and underground and in grad school and continuing through Ah ah ah, executive education. I think it's really important for all of us to continue just to challenge ourselves, to try to find things that are really hard for us to do. That might, in some cases, make us uncomfortable reminds. Put us in a position where you know it creates a fear or something that we don't know how to do. And I think that's exactly where we all need to be. Those things that we don't want to do or that we're scared to do, um are the things that we learned from most. So, um, continuing to learn and read, um, love reading. I read, you know, try to read at least 25 to 40 books a year, depending on the schedule in timing. So, um and ah, I think that, you know, we have to, um really a by ourselves, that way and being that this is called mentor students dot org's, you have to find a mentor. You have to find someone that inspires you, someone that you that you are interested in, someone that you would like to be like. And I've had a number of mentors through, um, my career. I still have them and I engage with them. I try to add value to them, but I'm just really humble about the fact that I don't know everything. You know, I don't I don't have the answers. And if you can go to someone that perhaps has experience in something, um has expertise in the field, you like to learn or has had some success and just be humble and say, you know, can you help me? I have an idea, or I'd like to work on this. I have a plan and I don't know exactly how to get there. I'm and I understand they will be some speed bumps along the way. I'd like to mitigate those. I'd like to try to prevent as many times to say I don't have to fall down and scrape my needs. I understand that you've done these things and can you help me? So I think Ask your question, um, you know, being somewhat fearless in growing, you know where life is relatively short. So I think people should be fearless in pursuing what really kind of, um, excites them. Make sure that they're learning constantly learning and make sure you have mentors. So those are some of those incidents and experiences that have helped me, Um, in the last question that use you talked about what inspired you to work on this start up idea. I'm 16 years in our industry, 10 years found and found in the company 10 years ago. And I'm still so excited and passionate about what we do. Um, when I got in the industry in 2000 for the Internet was really in its infancy. You know, we're in a stage where people were passing email and starting to work in FT. Peas. And so the the idea of, um, communicating globally, I knew was gonna be a massive need across every industry. So the idea of actually synchronizing people in business is in helping them communicate, do commerce and look at ways to do that across a spectrum of languages was really exciting. I love people. I love to travel. I love cultures. I love learning about different economies. And it's really fascinating to see how all of these global businesses, how they work together and how communication is really in front of everything. You know, we have customer experience, brand experience, product experience, employee experience. But what drives all of that is language experience is understanding how to adapt content, meaning and break down cultural barriers. So that's what inspired me to start was just a passion for the industry. And then what really excited me to actually and continue advance my technological career and go and, you know, went up to the University of Utah and studied in the M s. I s program was toe learn quite a bit more about technology and how I could enhance our technology and be a solution and a platform that accelerated that and allowed organizations to connect with, you know, a network in our platform and accelerate the way they move. So I'm still every day is different. And, um, I think the just that the concept of opportunity and having a vision of wow, I can really help these companies centralize, automate, streamline, moved to markets faster, improve their product and customer experience is through language experience. I still absolutely love it. So I think that term, you know, in my early years I worked in retail. I worked, you know, in a number of jobs. So I was working on my undergrad. But I intentionally went after this industry because of the ability to work and travel around the world and talk to different people. And, um, so that passion, which I think is really critical when you're running any type of business, his passion, people feel the energy and they want to be a Pa

Yes, absolutely. So in what language? Our mission is to unify people and communities through innovative translation solutions. So how it works is that we provide a robust, multi cited platform we use. We use AI and humans to help organizations reach better, faster outcomes when their translator there managing Multilingual content. And we work in a number of different languages. We, as an organization also put 1% of our revenue to roots, improving health, education and lively hoods of people around the world. So it's sort of a two sided model. We help organizations excel in the global marketplace by showing them how to very effectively translate, distribute and manage their content or multi lingual assets. Uh, that way they can get products and services and things to new countries very quickly, and the other side of that model is we help individual translators or a network of thousands of people around the world build careers and better their lives. We give them grant programs so they can actually improve their communities. They can apply for a grant to plant a tree or pick up trash or mentor youth or help a school. They can get anywhere from 50 to $300. So that's sort of have the the engine and the model works. Um, we're very much focused on what we call language management experience, which language management experiences that, as I kind of mentioned the relationship that you create with people with, uh, and how they interact with your brand, your products, your services with your employees. So we believe that developing a very powerful language management experience, you know, will have a significant impact on an organization's bottom line and how they're growing and interacting globally. So it so it's a sort of a global experience, if you will. Um, let's go back. Question marks The first few weeks when you started on this project, how did things change over the next few months? So are you talking about the early months of, ah, launching the company? So the first so I had planned on I had thought about, um, launching a company for a couple of years. I think that's kind of common of many entrepreneurs, and I really started to assemble the building blocks, was going to mentors and asking them questions. What they would do is looking at my business plan my marketing plan. I was, uh, you know, trying to arrange capital and how I would deploy it and if I was going to need any additional capital or notes or loans. So, um, I would describe the first few weeks as chaotic and it's never stopped. It's it's constant chaos, but it's taking that chaos and putting it into, you know, a strategic plan and executing on it. So I I would say that, um, that's just really critical, is it's It's I think it's easy for all of us to get in a reactive mode of. I'm working in a business where or in something It's just critical that you're constantly working on it. You have to go. You have to zoom back out and really look at the strategy. Uh, and the plan, uh, that you are going and how you're going to execute that And what resource is air gonna be required and what capital and how your You know how you're going to actually track that? And when you start growing a little bit and you're starting to, uh, bring people on that a line and you start interviewing and things like that, you can actually start measuring it, which gets quite exciting because you can measure what's going on. But it's fascinating. I will say that for any of the students out there that we're looking at, you know, taking an entrepreneurial path, it will force you to level up. It will force you to change in ways that you can't really comprehend. So what happens? I'm 10 years in, and I think I ever a marathon to go. I feel like I have a lot of learning to do. But you started as an entrepreneur and you're chasing revenue all over the place, and then it kind of forces you to turn into a leader. You start hiring people and you realize that a lot of eyeballs air on you because you're over vision your over. You know, capital, your over culture, you're over performance. You're over all the data, your over all these things, and you assemble teams to, you know, make those things run. It's kind of like putting together a puzzle, so when there are so many eyeballs on you, you understand the weight of actually being a leader and the importance of it and what does that mean? What does it mean to be an effective leader? What does it mean to be a humble leader? What does it mean to be a servant leader? Does it mean to show up? What does it mean to you know, what type of leader do I want to be like? What can I emulate? So, um, what changed for me? You know, when we launched the project and into the next few months, and the next few years is really kind of taking a look at leadership and thinking intentionally about that. How do I want to lead what I want to lead? Like how? How can I engage? And so you're were engaging books like delivering Happiness by Tony Shea and a number of different books on culture and leadership to help shape that, Um, and after that, now you know we've raised capital. We're growing, we're in five continents. Our president, Andi kind of speak about that. You know, I don't have all of the answers, and I think it's really important for entrepreneurs and business owners to know that that you can't have the answers that you need to see help and mentorship and ask for questions. and then you need to hire people that have walked that path before. So our current president is the former CEO of about a half a billion dollar competitors. You know, we're significantly smaller than that right now, but he understands what it's like to take a company from 10 plus million upto. You know, that level in distance scale. He understands what's going on. He was managing 4000 people in 50 countries. So how did how? How can I actually recruit someone like that, Inspire them to join our team, chase our vision, Believe in it? I think that's a big part of growing as an entrepreneur is being able to be humble about You know what you know and what you don't know in getting out of your own way. So you have an opportunity to continue to be men toward and learn. So I learned from him every day. Um and, um uh, yeah, you really just have to be able to align the right people along the way, be humble with your growth and be very, very committed to to evolving us. Azat leader. You know, you go from entrepreneur Toe leader Teoh. Now it's you know, I'm really thinking About what? How does this see a really effective CEO? Think that's, you know, we're going to scale up 200 million. What does that mean? What is a CDO really thinking and acting and doing? And who do I want to emulate and look like? So there's this constant, um, changing adaption to that and then, you know, in long term for me, I have goals that relate to more philanthropy and more, uh, engagement in the community. So I think it's this beautiful life cycle of people really get into entrepreneurship that forces them Teoh to change every every month.

That's a great question from it. It does evolve. It has evolved. And I imagine that given the experiences 10 years and now it will continue to evolve. I believe the company, The company, was absolutely different when we were 2 to 3 years old and we were five and six years old and where we are now, I would say we've gone through a maturing cycle maturing process and the types of AH teams I was building earlier on had a different skill set than a lot of the people that we hire now and maybe even a different work ethic. To be honest, you know, starting the company, especially from a bootstrapping standpoint, um, you might reach out to family members or cousins or schoolmates or classmates for support. Help questions. You might be hiring people that will that don't have the capability like an a level player would have, but you can't afford them. Um, so some of the challenge that you have that balance of growth and finding great people that are passionate about it, helping them develop their careers, but also understanding, um, when it's the right times, you, uh, potentially, you know, have someone exit or move on for their benefit were for the company's benefit. You always have to be making, uh, good decisions on behalf of the entire company. And a mentor of mine actually locally here even told me that you know, you can't you can't be afraid to turn through some of your you know, your people on your team and especially some of the management team because, uh, for example, Bob, that's been with company ABC for 15 years, a seat o. But the company has been relatively flattened. Growth. He might not have the innovation or that the knowledge that's required to take the company of four times I size. So I think that some of the some of the challenges I've had overcome have been, um ah, maybe having too much of a personal sort of family culture and attachment to employees early on and that loyalty that you build, um, and and understanding that it really, truly is about a blend of creating a great work environment, but also performance and goals. Eso pushing people to become everything they can, but understanding that some people have ceilings or something, people are actually growing and developing and and they don't have that desire to move forward. So sometimes you do have to move through different people. Um, on a team and how that's evolved really is we've we've we've got to the point now. Where were, you know, we understand the value of hiring top notch talent, and that brings a work ethic it brings. It changes the, uh the culture of the company. It creates this high energy competitive, I mean, a hardworking organization. And so long as you actually have very strong values as a company, um, we, uh you know, we really live and die by our values, which, um, you configure to go to our website and click on company. On the page, you can see our value page, but if people are aligned in A, they have the talent in the skill set, but they're aligned in the values. It makes it a little bit easier to manage some of those dynamics and those challenges and overcoming those and also excuse me and also recruiting, you know, kind of finding those things