earning. That's an interesting question. So I mean, really, what I would say is the biggest kind of factor in me getting where I am today is the fact that I just accept challenges even when I feel I'm I don't like staying in the comfort zone. So each time a new opportunity shows up, it knocks at the door. I just raise my hand and I wanted you Don't accept it. I think that's the biggest factor off course. There are other factors, like knowing the right people, creating relationships, being open to new opportunities. All of those have helped as well. Another big factor is that at you keep an eye on how things are changing and then adapt, adapt your skills and learn new skills. If, if needed, so an example would be. So I moved to the U. S. From another country, completely a different culture, and when I moved here in Pakistan, I was a creative director and an advertising person. And since I moved to a new culture in the US and creativity requires a lot of kind of cultural insights and no one sees. So I decided that because the environment has changed because the circumstances have changed. I should kind of remind myself and kind of shore up some new skills. So I moved towards something which was less subjective. So I moved to its digital marketing, which was a little bit more analytical, a little bit more data driven. It also combines creativity so I could bring in my strengths, but also also make sure that I'm adapting to the new environment. So really, I would say it's being open to change, not being, you know, not sticking to your comfort zone and then adapting continue.

I am a senior manager at Discoverer. I have a team off six people under me and primarily my responsibilities are creating the strategy for additional marketing. So for all of credit cards division, I create the additional mass marketing strategy and also create the growth plans. So I look at how we're performing, what the macro factors are, how what resources we have and based off all those factors. My biggest number one responsibility is to create a solid growth plan and a strategy. And then from there I worked with my team. I mentor them and I guide them, and I also helped him privatize the work based on what aligns with our business schools. Um, the best. Another aspect of my job is that I have to socialize all the results and the performance to leadership. And, um, I have weekly reporting calls with all the leaders with e the executive suite and making sure that what we convey is at an executive level isn't an extremely important characteristic, and and it's extremely important responsibility that I have, um, other than that really important is mentoring and guiding and developing my team. So the five people, all have different skill sets and different rules and responsibilities, so making sure that they're all developed as well my typical work week is very depends on, you know, depends on what the deadlines honor are and what the goals are, what the situation is. So most days, I have a ton of flexibility, and I can start whenever I can end whenever, as long as I'm available and accessible and, um, be available for all the meetings. But sometimes some days would be in a 12 arbors and, you know, 14 hours days, but he didn't do each other, and some of a typical you know, a T 05 or 8 to 4 30 but there's a lot of flexibility.

so I would say, like most leadership jobs, biggest challenge really is because the resources are limited. Every team is kind of trying to get the same resource is so the biggest challenge is prioritizing your brick and making sure that the leadership and your managers understand how important this specific initiative is. So I would say I look hitting the budgets, prioritizing and then working with cross functional teams to make sure that my work is prioritised, making sure that I raised my hand and I create business cases. And I explain how important a specific initiative is to the business schools of the company so that I can get the resources for it. So I would say, prioritizing and then working collaboratively with cross functional teens. Teoh, you know, make sure that we're all aligned to business goals. That is, it's a it's a challenge. It's also responsibility. But it's a hard, hard job, and the approaches that worked really are being very data driven. So, you know, not getting emotional, you know, making sure that you're relying on a empirical data. You're relying on, um, on a very objective criteria so that when you go and meet with different teams. You can lay out a whole business plan and then look at their business plans as well and then decide collectively. So when when different teams understand that you are being fair and that you are not being emotional, your data driven, then it's easier to overcome a lot of challenges. So really listening, creating relationships, being collaborative. Those are some of the approaches that have been successful for me.