kind of a long when I guess, uh, So I, um So I went to the Naval Academy and studied aeronautical engineering and then did my graduate work by physics at Johns Hopkins. But the early in my career was in requires any country ops command June company, did you towards that and stand and then really got are in the world. After that, I did two years Office of Naval Research, which is a government funded. It's essentially RD development shop for the Navy and Marine Corps. Um, do that for a couple years and then one to brew kind, my business standing and prospects and look very hard going business school, but is having a baby at the time. And I wanted to be the baby, something other than Mom and exposed. So I took a job with McKinsey and company consulting firm London, worked there for a couple years, eventually transferred back to United States with and, ah, you know, enjoyed that line of work. But the schedules will hold on on your family and at another baby. So my work so eventually like that and um took a job at Georgia Pacific running one of the business units. There is a problem. So business And I was board last night. Went from kind of working, you know, 60 70 80 hours a week, working really about 20 and taking a lot of long lunches. And, um, you know, I'm doing And I needed that things to fill my time. So I started kind of helping out with my brother in law is are these real estate investor had a couple companies here, and it's phase. And this idea about cat sports can kicking around the block his mind, you know, how do you do? Privatized housing. And mostly because I was bored. I just started kind of helping out while deviating and that kind of thing. And, um, you know, we got customer, and then we got a second. We kind of got to the point where, you know, sort of skipping work on Fridays to go work on this. And then I was taking phone calls a day. I thought, you know, I can't really do both. You know, I could do one while, uh, maybe So I quit my job. We started passable, but for years ago, and, uh, here we are. It's been kind of dumpster fire. Be honest, but, uh, yes. So that's that's more or less the background

or so I think what's new for my role is different and I have kind of day today. Work. You don't work, you know, it's creating content or talking the customers or, um, you know, overseeing reports and KP eyes and doing analyses and so on. That really ticked off, I think. Different for me. One is really kind of thinking about our, you know, almost taking like a meta finance roll like Okay, what do we really have to think about for cash position? Once a fundraising strategy. Todo how much do raise plant shareholders to really sustain? Long term? What's kind of debt? We get our series a little bit. Um, you know, you take a valuation ft raise as much as one it and then the other piece is Really that's new May is, you know, thinking about I've always working kind of large organisations where your impact on cultures really kind of minimal or they're just kind of ah, local. Um, I'm start nothing. You know, it would be very proactive about saying this is what we're staying for. This is what we do. Believe all model time, uh, set precedence about it, so no, I would say in general, what I do is mostly about this long road with heavy days off. Okay. What are our, You know, whats our business model? What? We actually So what are we not? So which is probably the more bringing in storm events choose not to do all the time. And I'm certainly more of its kind of divergent focused on, you know, we won't add more things, and I'm very convergent. Take away. Everybody wants. Um yes. And that's what I what I handle day today. But yes, certainly everything. Final growth while sales of more finance Is it a support network? Weekly workout was I put in a lot of hours? Probably none. Really. I think it kids in the morning, but with no in tow. No, Um, what you want? And I worked some a little less. Now on the weekends that used to be something along the chain weekends. A lot of one time. Certainly. I don't travel too much. Oh, occasionally go on a fundraising trip off the coast on Asia, Lee, but I'm not not too much at this point. So and now, more from him, from well or on, like no, so to speak. So, you know, normal

I think the biggest challenge model, all people example is essentially trying to the organization and its example. Users. We start essentially a photo on my pants, and he was never the long term vision was always all because he was just intended. If we want, the model must lose so long rules. We always wanted to be about the points. You know, Trump Cymbalta model. Similar air being intended. What services like me terribly and be their first rental was There are part, you know, air mattresses, floor. So our first born from Paulson's one and we fix up people. We did everything and, you know, people have crazy started. So we have to continue to do the work of mammals at some beautiful model. Well, we have a turnkey service. And, you know, I knew there was a conflict between having a market place. We're just trying to be bigger and actual, you know, being fixed. Yeah, essentially, by accessing so and being a probably manager, this ace, which needs to be in intense, all the property needs to finalize based on their all their needs, and when everything's going fine, you know there's no harmful was happy when I was out, there were others, and, you know, so that's scalable. It's all sorts of issues, but we're really kind of started to come around. And it sort of has resulted, I think mostly crutch where you know, many people say people on customers, it's OK, that problem. Well, you can fix it the way that it ought to be, just got beholds, letting them know what's going on. They might be upset with responsibility, or we can fix it ourselves because it's local. You send someone you know, it's pushing because it essentially and it's very difficult for people to go. Um, but really just kind of, I guess all the challenges, Yeah. Getting people out of the puppet's own, using this sense of complacency and getting people think you're not in terms of nominal. Saul. This problem today, what's the problem? You know, one meaning homes, a future mom service available, you know, And I was totally approach That's active, you know, I think one is just being really, really system, uh, and only speaking those trials and, you know, it kind of channels people to all in every state and think for what impatiens? All decisions just always, for example, and sort of a maybe change all ball, euro. Maybe You know what? There's a there's a temptation for all the people you know provide incident services. Hey, what do you know what we do know? Um, renter's insurance. I want to do this for that. Well, and you know, there's a balance between providing ancillary services, distract him, and, well, the challenge will gets around opportunity cost and get you think about that way you can always call of all things a what we did. What all What do you get? Because you are perceiving this at your trying to get food for some some set of our population. But what is our business and what are we not doing enough information to do? So I think it isn't always pay phone. I guess in both those cases, it's old. This is why How great is that