It's a big question. I think everybody, I'm I'm an executive search. So I am, uh, interviewing and recruiting leaders all around the world every day. And I get to hear about everybody's story. And, you know, my own story is equally sort of meandering. Andi, I feel that you know where I got to today. There's a lot of things that have shaped my experiences. But I think for the for the most part, I, you know, in school like like everybody else in college wasn't sure what I wanted to. Dio thought finance was a good option. It's sort of a steady option. Um, as I was graduating in 1999 and majored in finance and marketing, I also had a minor in English, and my father was like, What are you gonna do with that? I don't understand. And, you know, fast forward 20 years. I feel that the English part has helped me a lot more than anything else because of the communication skills that I see is so vital. Uh, any job that anybody undertakes. So I graduated school. I started a career in consulting. Um, I didn't think that that was the right career for me because I always had more of a people orientation. And so I wanted a career where I would interface with a lot more people on Ben, still be able to utilize sort of my foundational skills. And so I married the two of them and I was able Thio start my recruiting career on Wall Street. So I was recruiting quants. I was recruiting data scientists. I was recruiting, you know, before data science was cool. It was statisticians economy, attrition. But everybody on Wall Street and I think that was that was a lot of fun. I then decided that Okay, I've learned a lot in my 10 plus years of recruiting, I opened up my own boutique firm, and so being an entrepreneur was a completely different, you know, story than, you know, working for somebody and that leap Onda that risk that I took paid off. But you know, I think that and looking back when you're young, you could take a lot more risk. And so I would encourage anybody that's, you know, in their seat today thinking about doing something entrepreneurial. Do it early, Do it, Do it now, Do it fast so you learn from it on, but in terms of other, you know, experiences that have shaped me. Look, my entrepreneurial experience shaped me. I was able to sell my business to a bigger platform. And then I got recruited to an even bigger platform. And now I'm part of advisory boards of companies. I've become an investor, and I've really kind of shaped my experience into sort of a broader collective. Um, so that's how I got here on day. That's what I'm doing today.

eso A lot of what I handle is building our practice and making sure that we have subject matter experts in this space in order to serve our clients. Well, so what we're actually doing apart from going out and recruiting these executives in the fintech space, which is, you know, very hot right now. Um, one of the bigger things that I dio is making sure that we're able Thio, you know, groom people on the next generation of talent. In addition, Thio talking to my clients and really advising them on their talent strategy how they're setting up their organization for success. So I'm really playing a very consultation advisory role on how they are, you know, constructing their their talent organization, right? What? What do you need? What's missing? What can you do better? Let's talk about succession, plan it. Let's talk about everything with regards to because people are what make up the company. It's not. It's not the product, it's the people behind it. It's the culture you're building. All of that stuff is purposeful, and it's it's ah, lot more meaningful. And without them, that product would go nowhere, right? And so part of my job is advising clients. Then the other part of my job at Korn Ferry is actually building a practice of people that understand the space and is able to do their job and find the right people and, you know, keep growing the business.Okay, so my top three priorities one is helping my clients. That's first and foremost. If a client calls, they need something. They're asking about something, you know, client service and and, you know, sort of client orientation is my number one priority. Number two. It's actually building and teaching and growing my team, right? Because the more they know, the more they know what my job is. I want to be in a position where I am enabling people to do their job better. And I'm effectively replacing myself because I'm only one person that can help a client. But if I teach 10 other people to help clients, we have now, you know, manifested that experience tenfold. And so that's my second job, you know, on on a daily basis, Onda. Third is, I would say, just kind of keeping it all together, you know, balancing sort of work in life because I do think that part is also important. In fact, last night I'll be very honest. I had kind of a breakdown because I had so much work on Die almost was like, I need some time to just get out of the house and I need time for myself. And I think, you know, oftentimes you hear entrepreneurs and you know everybody in that stage where that is your life, and that's true. You're going to sacrifice a lot. You're going to sacrifice family time. You're going to sacrifice health. You're going to sacrifice a lot of things and health meaning, you know, sleep less work more etcetera. So today we woke up my family and I went for a walk at eight. In the morning because I just because I had that moment yesterday, I made it a point this morning saying, we're gonna go for a walk for 45 minutes. I'm gonna have fresh air. We're going to spend this time together. No phones, no nothing. But I feel like I got out of the house, especially at this time of the pandemic. So, um, you asked about sort of what a work hours like for me, you know, at Korn Ferry. Because I run a practice because it's almost as if I'm in such a client service role. Um, the lines are blurred in terms of specific working hours. I do not require that of my team, but, you know, I'm taking calls on the weekends. I'm I'm doing a lot of different things, so I really don't have work hours. I'm kind of always on. Um but generally speaking, it's, you know, I get up in the morning, and now that there's no commute, um, you know, 8 a.m. to about five PM Normally is. You know, I'm on. Um, but, you know, last night I was talking to a client at eight o'clock at night, so it just it depends on the day.

um, pain points. I think you know when we win a search on DIT is a big search that we have to launch. I think the biggest thing is, you know, making sure that your team is a well oiled machine and the pain points really come in when you're not resourced. Well, you don't have a great process, and then things become a little bit more chaotic, right? So when we launch a search, we want to make sure that we have the specifications in place. We know what the narrative is about the client. We know every single aspect of the client's business. We understand how to communicate that into the market. We have all the documents in place, someone we are interviewing people. We know exactly what to share with them on Ben, you know, having update calls with our clients. And, you know, there there is a well defined process in order to get to our outcome. And the challenge comes in when you know the process doesn't work and it starts to fail. And then you know that you're under resource and people are stretched too thin. Um, theocratic jizz in ineffectively, overcoming this again is just, I would say, staying organized, you know, being process oriented. I myself in very big picture and so process to me is to constructing about an operations person. But I have people on my team that do just that. And so whatever you don't have or what you lack you want to make sure is supplemented by other other people's strength. Right? That's what makes a good team, right? If I got into the weeds and started doing something that my coordinator didn't want me to dio, it just creates chaos. So I'll give you an example. Uh, you know, very specific example. We were working on this report, really big report. It was this whole mapping of global leaders across, you know, various countries, etcetera. I decided that I wanted to go in and make changes and this and that to it, and my team started freaking out because nobody had a master copy. And it was it was all this stuff and normally what I do is we have these meetings, we discuss it and someone takes point on it. But again, when you start getting a little chaotic and kind of, you know, micromanaging or whatever, which I hate doing on I happen to do it is when it started to break down