This is actually going to sound kind of interesting, I think when I tell people this, people are kind of amazed by it. I was homeless when I first started going to college, I graduated high school, it was pretty easy. Things happened at home, I ended up homeless. I had a car, so I wasn't really homeless but I was sleeping in my car. I was working at Blockbuster Video for four dollars and seventy-five cents an hour. I would sleep in the parking lot, I would sleep in different areas of San Francisco, I stayed with some people who were really nice to open their house, and I would take showers there and stuff like that but it was pretty much just living in my car. And then I was at San Francisco Community College at that time, and I knew that I wanted to continue college, and I knew that it was the right way to go because, in my family background, my mother is Puerto Rican and she's from a Ponce town that literally translates to the slums of Ponce, then on my father's side, he came from North Carolina, he's black and he made it from the Jim Crow South, grew up very poor to a brigadier general, civilian class in the U. S. Army, where he reported directly to Colin Powell. This way I had the opportunity of seeing both sides and I knew that college was the way to go to uplift myself a little bit more. So I decided to take that $4.75 an hour and not get an apartment, which I really couldn't afford in San Francisco back in 1994, I took that entire summer salary and I put it towards my tuition. Now, how I got into San Francisco State University from a community college is actually very interesting. I saw this program, a flyer from a community college and they said they will pay me $300 to learn pre-calculus and calculus and I was like, all right, I'll take the money and I learned it and I met a professor there by the name of Dr. David Ellis and he was really impressed with my math skills, and he really wanted me to succeed. So he said, "Why don't you come here?" and I said, "well, I am at city college, I can't transfer and I don't know how to do all this stuff, I don't know." He goes, "Let me take you down to the admission office" and he got me in that day. So ever since then, I worked really hard at San Francisco State University. When I finally was able to get an apartment, I actually met my girlfriend, who is my wife. I adopted her two children at the age of 19, the children were four and five, they're still my children, two boys. So basically I was going through college just got an apartment, just got a girlfriend who I've been with for 25 years, she's my wife. I have two boys, I was paying for college, I was working full time, from college I got a great job at a place called Sun Microsystems, it's no longer around. Through the college pipeline, I was basically able to find an internship internally, got to the internship workshop where Sun was hiring all these different people. I made an impression there, they hired me as an intern. Then when I worked there, I worked even harder for a bigger impression and within seven days, I was promoted to a lab technician at sun labs. So, during the time at Sun Microsystems, it was a very prestigious position to be at and I did it from an intern position. I became a system engineer working my way through college and that's how I started on my path. So I've been in the valley for 25 years and then way before I graduated, I had my daughter, who is now 20 and she's going to college.

I am a Principal Engineer at WeWork. I have been a CTO, I have been a vice president of technology at a game company, a CTO at a social media company, now I'm a Principal Engineer at WeWork. My day to day responsibilities actually covers vast parts of WeWork. So how WeWork is structured is that we have formed into missions, and each mission has a particular focus that they're responsible for the entire business unit. So one mission might be member experience, the other mission might be growth. One mission deals directly with UI and member interaction, the other team deals with more data and sending notifications and looking at funnels and various other things like that, then you have a building mission. So the position that I sit at as a Principal Engineer is I define a lot of these processes and guidelines of how to use things at WeWork as well as building a platform to serve my immediate customer. So my immediate customers are the developers of WeWork. My customers that I'm trying to delight are the WeWork members. So I build with my team a platform and then tools to onboard that platform to run all of WeWork sites. So everything from checking in and badging where we set up the network to talk to our S2controllers, which enable the card readers to open up doors or lock them, I have helped with that. I also do everything from helping out in triaging issues with scheduling platform and various others. So, I'm essentially a leader within the engineering community of WeWork.

I'm going to answer this question and that I'm actually going to answer another question that should be a part of this or what I'm thinking of because what you're asking is what sort of tools and things that we use. But you also have to think about as an engineer or as an executive or any sort of technician is what sort of debt are you producing when you're introducing these tools? So here's a good example, if I use an IDE, like a Vs code it's very little debt that is against the entire company, there is no sort of interaction with that. So these are the sort of tools I will use. I use Vs code, then we have Kubernetes to set a standard, we have multiple Kubernetes clusters from those clusters we also use our majority, we have a very poly programming language which is split between Java, Golang and Ruby and then we have hundreds different services running on hundreds of different nodes so that all produces tech debt, each language introduction produces tech debt, each SAS provider that you want to sort of buy versus build produces tech debt because there has to be someone who manages it, there has to be someone who gives access to it, there's someone who has to have to be a champion of the SAS product to really explain it to the rest of the organization so that they can adopt it or not adopt it but at the end of the day, there's someone who needs to manage that. So at the end of the day to answer your question, we use a variety of different things, but it's always kept in mind of the cost of how will this look five years from now? And is it worth introducing into our environment as yet a new thing that we have to maintain?