Thank you. I'm glad to be here. I'm CTO of catalog in Boston, which is, uh, company engaged in encoding data into synthetic DNA. I'm prior to that. I worked for some number of decades that IBM, whereas the vice president of high performance computing and my arrival at IBM was somewhat accidental. I was unemployed as it turned out, and going for career counseling at a public service. And I happened to read upside down a document on someone's desk that was offering interviews for this company. Unspecified, Um, that had something to do with computing. And I just pointed to and said, Why don't you send me in an interview to that place? And that's how I got started. So I started in IBM, uh, kind of in a sales function, then transition to more technical career after a couple of years, went to graduate school down to 10 in Philadelphia and came back to IBM, and same sort of thing. I was working in a segment of IBM and I saw a post for an opportunity and scientific computing, and I said, Well, I think I'll just do that and I call them up and hired onto the new organization, and that's what got me into high performance computing supercomputing and eventually to where I am today.

is the CEO of catalog. My responsibilities include, um, developing an overarching strategy, both technical and business strategy for the company. Um, support for the technical teams, staffing the teams, Andi competitive analysis, for sure. And then there are ancillary activities. Were a small company, we're a startup, so I do some things on the marketing side. Some things on the communication side, anything that really walks in the door that needs to needs to be done. Um, so So the responsibilities a fairly broad. The priorities are really centered on this idea of strategy in the context of competition and in the context of market opportunities. Weekly work hours range from continuous to forever. Um, so we we try to keep to a five day a week schedule, but weekends they're generally spent on catching up on things that have may have gone on during the week. Background reading considerations of other documentation. This morning, for example, I spent the morning looking resumes of people that were looking toe higher, and I'll start making some calls later this afternoon to try to bring them in this coming week

I think revolve around, um, understanding how to displace existing technologies with new technologies. What we're doing is radically new compared to conventional approaches. And so it's a difficult one to extrapolate from the way things were done today to the way they could be done in the future. But I think the more difficult thing is convincing potential clients that they should abandon things that they become quite accustomed to to try a new approach. So, um, Tiu really kind of overcome these barriers. We've gotten engaged with a variety of clients and proof of concepts. We view those as collaborations in effect and make our clients co equal to us in terms of the execution of the experiments or, ah, tests that were trying to run. And we learn from each other that way. And we get them progressively more comfortable with what the technology is that air capability to support them. So the proof of concept turn out to be quite critical in terms of helping the market adapt to new technology.