So I have always been very driven, Um, and academically oriented person. So I have loved to work hard toe, learn more and not definitely flowed, you know, into education and into my career. Afterwards, I'm always someone trying to find the fastest, best way to do things. Efficiency is always in the back of my mind. Um, and it translated really well when I went to school, eso I went to Utah State in Logan, Utah, for business admin and tourism marketing. I had initially thought that was what I wanted to Dio. And so I was there for a few years and started off with a fellowship at the Governor's Office of Economic Development in Utah. In their tourism department. So they have a film and tourism, uh, department, where you work on all of the commercials that air shot on the salt flats, things like that on. It was it was a fascinating program. So I was there the summer before I graduated. Then the program was going to be ended by the time I did graduate. So I had to look for something different. Um, and then ultimately a recruiter had come to our school looking for people for their internship program at Goldman Sachs. And I attended session anyways, even though I was about to graduate and went and asked them at the end, you know, could they direct me to a full time role in how to apply the fact and got that role? Um, it was a grueling interview process, but got there and then went into banking and never actually ended up going back to that tourism marketing focus that I thought I was gonna have eso there. I was in operations for two years. Um, and it was kind of one of those places where, uh, people call it a two year extension degree. Uh, because you're there to get experience and have it on your resume and after a bit, you either have done your time and you leave or you stick it out and that kind of shape your career and you usually stay in banking. So after two years, I had known very well that it wasn't what was for me. It's very corporate. There are a lot of layers and red tape, especially in the industry it sent not only because of its size, and that could be frustrating for someone like me who wants to make things more efficient. And that just is not possible in that kind of organization, at least without great amount of effort. In time, eso I had advent to some friends about some frustration. Um, and they had actually said that our old sorority advisor from when we were in college, I worked at a charter company. Now that was looking for someone to come into a brand new role that they were thinking of of basically operations for a finance team that they had there. So interviewed, went there on and ended up being there for a few years. It was a company called pack Size. And what ended up sealing the deal there was that I had enough financial background to speak to finance, um, but wasn't necessarily to in the details and that I had done a lot of working contracts. Eso I did a lot of red lining in contract negotiation, um, things there. So, uh, after a bit, I ended up moving under a new VP of sales and became his dedicated chief of staff and did everything for the sales team. Um, from on boarding Thio commissions, Um, handling all the systems that the sales team used. It was really a jack of all trades position. Um, and I wanted to become self sufficient. I wanted to know exactly what we could do within our CRM. And so we ended up negotiating that half of my head can't go towards the I t. Team while I was there, um, which led to me becoming the Salesforce admin and getting a little bit more technical there. It was hugely beneficial to speak to the full term of, you know, we have this idea. This is what's possible and that I could even execute on it all within my bandwidth. Um was there for a few years and then had a really exciting opportunity to go to a fresh start up and start their sales operations team from scratch, which would have been something new for me. So it's exciting. I went there, and sometimes with the startup world, you get on a rocket ship that's about to take off, and sometimes you get on, you know, rape before it's about to crash. And unfortunately, that was what happened. Uh, it's only there for a few months and then company started really showing signs going downhill and myself. Other senior leadership left, and within a couple months from that, the company ceased to exist. Eso After that, I went to a new company called Space like you on and did all of their salesforce, admin and red box. It was an amazing SAS company, a little bit fresher, but not quite in their startup stage. That grown past that. And we went through a series of acquisitions, acquisitions, air insane because you're working for the same company one day and in the same company the next, except for everything's changed. Um, so our first acquisition was by we work, and it was about a week before things started to take a dive there. And then our second acquisition was by a company called Archivist Sarah View. So I was lucky enough to come over and bigger and better roles in each each transition. But it definitely changed Thekla pany culture, uh, at the last acquisition we required by a competitors who had been around 40 something years and you know, they really had a lot of baggage that they were coming with where I was coming from the start up world, where if you see a better way to do things, it's run fast, fail fast and fix it fast. And that was not what you even had the ability to do there just because it was fragile. It was It was old. So look for something else and ended up calling one of my old bosses the founder of said company that was acquired, uh, for a referral for a different program. And he's like, Oh, we're looking for somebody to run rev ops here. So that was actually just about a month and a half ago, and now I'm at a company called VM, running their rev ops and figuring out how we're going to do things there.

sure. So I will have a shorter answer since, like I said, I've only been there a little bit over a month. But VM is a global payments platform for domestic and foreign exchange for mid level businesses. So they provide speed visibility Andi access that traditionally companies of that size can't have. You know, bigger companies have a lot of leverage to negotiate rates. Um, smaller companies usually aren't doing that kind of that kind of transaction. And sodium can come in, um provide ah, partnership, really? And show a really secure ah transaction process to handle all of their FX needs. Whether that's paying a supplier or paying their contractors, Isure. So before then there are There are a lot of people that honest there in this space, as Faras transferred money from place to place from a personal, uh, level right, you have Venmo. You have Apple pay PayPal. If you use Chase Bank, you have Zell. So there are options for the personal for the business. There's even more options, right? There's more sophisticated companies where you could negotiate FX rate locks. You know, if your if you're changing money between currencies, it can. It can almost become a fancy form of gambling. Um, and then for the mid level, there's there's still names there that you recognize. There's competitors like Transferwise. Big One would be Western Union, and anybody that's used that knows that it may not be the most user friendly process, but it definitely gets the job done. Um, so people were still able to transfer their money before using Wien, And we aren't a SAS company. We don't have contracts. They cannot bring some of their business to us. None of their business. To us. It is up to them. Um, so what we're able to offer is like I said, depending on the currency and much faster solution. A cheaper solution, um, and also provides visibility. If you think about when you order something on Amazon, you can get down Thio. That truck is eight stops away from your house and in banking. You can't do that. You send money and you hear Oh, in 3 to 5 days, they'll get it. And you don't really know anything past. That theme is able to offer a point by point tracking. So you know exactly where your money is that you know exactly where money that's being sent to you is that, um and it's much more visible process.

sure. Ah, lot of things. Um, so essentially revenue operations is responsible for having a bird's idea of the company. If you are the head of marketing, you know marketing so well. If you're head of product, right, you need to know the product inside and out. And there are things that fall in between those silos that somebody needs to catch. And quite often that equals re pops because you need to make sure that the company is operating smoothly and efficiently between departments with the end goal of more sustainable, more predictable revenue. That's always going to be the end goal of revenue operations. It's which should make sense, right? Um, but that can look like a lot of things. An example that I thought of was, Let's say your sales person and you're talking to a customer and they express a feature that will be a deal breaker for them continuing business with you. Let's say a page needs to be read for a good example sake. Um, sales. Tell us Product. Hey, we need this page to be read product that needs to go back and forth asking, Is that the best use of our time? our money. All such things, um and then let's say they decided is and they develop it. So robots have already stepped in to maybe create a process where there's a better feedback loop. All that information is usually already in a CRM like Salesforce. Um, you could set up notifications all those things where you don't need to have this back and forth between teams where there's quite usually friction. Um, okay, so let's say product creates this feature. Then it's rev ops job to make sure that marketing knows they need to be creating collateral for that feature that marketing collateral gets to sales sales has a wayto log. If some, if they're within a sales opportunity, they're selling it that they can log that in a CRM, Um, if they sell it, that they have the contracts that they need. Thio. Does that change anything about the compensation structure? Do we need to figure out unique rules for somebody says that, Does that change their quotas? And last of all, you need to make sure that your collecting the right type of data at the end, you could say, Was that worth it or not? Was it a waste of money. Was that a great thing? And we should do more like it. Um, and all of those little pieces end up being owned by revenue operations. Just a complete the picture. And ultimately, when you see a problem, you see how far the dominoes fall and know what to do about it.sure my priorities quite honestly shift every day on I can go into that in a bit. But like I said, you have a bird's eye view. So in sales, it's easy to articulate these air top three priorities and express that you need help in them. But maybe compared thio the company's strategy and everything that marketing is asking for. Maybe those are those, Uh, those priorities just became number 45 and six for you, and they aren't even on your list. Um, so the priority is always to make sure that you are not inhibiting revenue and that you're increasing it, um, that you're, you know, helping teams communicate better, uh, and that you're making something scalable so often. There's scalable and sustainable because so often you're building things and just to go, go go away, especially in the start up world. And that's awesome. That's what you need to dio Teoh. You know, when the land race and get where you need to be, except for if you aren't spending the time to build things correctly the first time because it takes let's just use simple math and say it takes 150% of the time to build it right at the beginning instead of just go, go, go. People often don't want to spend that time so they can go, uh, and that ends up creating a mess to clean up later. And so building process is the right way, and investing that time up front is always a priority. That's in the background of everything. Um, robots should be doing as far as ours. Um, I mhm don't live toe work. Eso I keep my hours very manageable. For me, it is a project based role, and so that means some nights along some nights are easier. Uh, but something to find important in rooftops is communicating your workload. It's not nagging. It's not being a squeaky wheel. But when your position and honestly rev up says the whole it's a very fresh department that there's a lot of understanding about What do you even dio? Um, that means people don't have a great idea of what your job is filled with. And so when they give you something else to do, let's say, um, you know, they don't know how that works. And with the rest of your workload and so it's not ever to say Oh, no, that's not my job. But it's to say this is what I'm working on right now. I only have time for this amount of things. Is this the right priority? Um, and making sure that in the time that you are allowing for your work that you're getting the right things done. But that might not be everything, and I think that is an okay boundary to step.