Actually got into IT and analytics by sheer and utter accident. Back in 1998, I was working in New York and I was on my way to becoming a buyer and work for Saks with Avenue and some of the bigger and higher and retail sources and I had been working a lot of nights, a lot of weekends, and I kind of had a conversation to myself like, This is not where I wanted to see my professional career go the work-life balance was kind of out of whack for me at the time so I decided to reach out to a college friend of mine who was a recruiter for Hewlett Packard. I reached out to him and he let me know that they did have an opening and for me to apply. I ended up applying for the position, and I went in, had the interview, and bombed it and not the cool kind that the young folks talk about as far as bombing. It was terrible and so I walked away from that thinking that maybe I should stay where I was and I got a call back from Hewlett Packard, and I was excited, a little confused and went in went through the onboard, sure enough, that I had been hired and I remember for Hewlett Packard for them to have you on the floor, I got hired as a personal servicing agent, which is just fancy talk for a network operations analyst. I remember sitting in their training as they make sure that everyone is trained and you sit in a classroom for three months before they ever put you on the floor with the rest of the analyst and backline and front line engineers and HR came down and knocked on the training door, and they looked at the names and they looked at my name and they looked at the another lady's name and said that at that time I've gotten hired by accident. Apparently, there was another Danielle who had spelled her name differently than mine, but they had confused the two and ended up with me. So at that point, we've been training for six weeks and the teacher had every right to be like, Okay, then I want the other Danielle but she didn't and what she did was tell me that I had to come in an hour early, and I had to stay upwards of two hours late every day because she was going to train me. So she was going to train me to once we hit the floor to know what everyone else knew and then I better not disappoint her and that is exactly what I did. She took a chance on me that she did not have to take and I rewarded that with hard work and diligence, and by the time I hit the floor, I was their number one operations analyst so that's how I got my start into IT where I am today.

As far as my weekly, I mean, I work anywhere between 40 to 75 hours, depending on the week like if I'm traveling for pursuits so going to pursuits and getting new business is a big part of my job and so I travel about 25% of the time going to client pitches and going to conferences and things like that and doing presentations. So I travel roughly 30% of my time but day-to-day, I'm responsible for profit and loss. Financials are a big part of what I do, making sure that not only do I have the resource is that can do the work but we could afford them so that's a huge part of it and also making sure that we are within the goal of where we're supposed to be for the year is big. The other part of that is more of the information sharing and training. I am a huge proponent of training, just like the person that I talked to you about Hewlett Packard, who trained me. I have never forgotten that and so what I do is I meet with my team and it's a mandatory meeting and I train them on platforms as we train them on python, Adobe, Encore metrics, Google Analytics and those are the things that keep us up to date with what we do day-to-day that way we're never in a client situation like they ask questions and we can't answer them. The other parts of that are the people management that's another part of my job that takes up a lot of time. Like we deal with clients and vendors and sometimes we have escalations from them and sometimes we have internal escalations as well, and so that's also huge part of my day.

As far as outside of Markle, they can run the gamut. We could be working with someone who is an entry-level analyst all the way up to C suite so you could be interfacing with CEOs, CFOs, CMOs, Directors, Senior Directors, Senior managers that is pretty much every day we interface with those types. I think the biggest takeaway there and then what I train in my team is to know your audience someone at a C suite level is not going to want to know all the granular data points they're would want to know. Okay, what does this mean to me in my organization at the end of the day? And what can I take a look at visually to say, OK, am I in the green or am I in the red? But someone who's at the manager level or at an analyst level may care about what's in the weeds and the granular data and how you got to your analysis and things like that. So you have got to know your audience when you're interfacing with people, no matter where you're at, whether it's internal or external.