um a long wrote, um with a lot of changes I I'm opinion on and I moved to Italy when I was 18 years old to study on Bond played soccer, basically, and after spending a few 23 years in Italy working, I started in software development from then consulting. And I was looking for a company in Milan, Italy, to international company. So, like a consulting for the world that could give me the opportunity to move to France. Paris. So I found this company worked a year with them and then ask for a transfer, which I got. And then this is how I got to terrorist in Paris. I spent a year with the same company and then decided that was trying to do something else always in this, uh, customer facing but more towards business still with ingredient of technology. Because that was my expertise and I joined the company were today with the technology, uh, joined initially to dio to manage some of the customers that move to sales and marketing. Then later on, uh, got the role of deputy if you joined the board and moved here in Balkan Thio open the U s offices develop business. But finally I got chosen from the board to be this deal. The group. And here I am today, basically, we will develop a platform to allow Publishers University different ways to create their content online and then published on all devices specializing education. So, trying to make education more fun, accessible, a lot kind of devices.

Yeah, Responsibility and decisions. Responsibility would say the main one is really the definition off. The strategy and making sure way are ahead of the market ahead of the competitors on DWI are agile in the sense of the strategy. You define it. But with the current situation ability, it's very important. The second thing I would say hiring or building a very solid leadership team. And consequently, just in general, Hi the right talent. Because it's all about the people you hire, um, and then making sure that everyone but everyone is department Everybody alignment with the company's service objectives on that. Nobody is that the issue is somehow the psychologists off of the company, I would say so, Really taking care of people. Uh, top three priorities. Really, It's the same. It's making sure that, uh, to start hire the right people, set the right company culture on baking. Sure that peoples are clear for everyone and everyone needs to No. What is the venue? Compute the company. Uh, basic self close hours. Weekly hours can go from 60 to 80. Really? Uh, what was it

I would say the first challenge is, uh, depending on depending on the on the stage of the company. But I would say the first one, it's really finding the right people finding the right people with the right experience. It makes a huge difference and with the right attitude, because depending on where the company is, um, timing is very important. Some people can fit in certain. Five. Uh huh. Don't just some people put the warning big companies on DARE very, uh, structure that don't deal with change. So I would say that's one of the main challenges. Second goes back, toe the culture and again to the people. It's setting the right culture, really, that that's a challenge. And it's not just setting it, but as well, making sure that it's kept and is lived. People brief on and they see the self in that culture. Um, but I would say it's really, um, growth. So how do you make sure that we do more with less and you have, ah, you find the right product market fit and scale, um, used to carry your sales or marketing your skills operation supporting that growth. So that's I think that's a very, very that's a good challenge approaches. Uh, there isn't one across approach. It's all because they get it depends on the context. Um, but I think the in terms of police off methodologies, really making sure that, um, you set clear strategic goals. Uh, if you set your strategic goals, it will make everyone's like, easier on. If you have a good company culture that is employee and customer oriented. I think that is all facilitates because we don't want You don't want to run a company when you run against people. Your people. It's really the people that needs to make things that, uh, because they believe in home, um, examples. Well, I would say of the rial example, It's cold, right? Because it happened on that was a big begin back for everyone, for us, too. So we had to very quickly let's be a review of our strategic objectives. Make sure to really see what was still realistic. What was not would be prepared overall with business. Uh, there were part of the business that Linda was negative. There were parts off business was, in fact responsible because of the online learning demand and really make sure that as a leadership team, to update those goals and will be realistic and update expectations and communicate with the team with everybody else each manager communicating or what is expected and what are the risks and what is expected from from the future with current customers and the customers so that everybody prepared in their their job and not just, you know, managing everything. Chaos have people caught by surprise so that I would say, uh, it's a very good example that shows you how as our business is, how can people can are really people prepared to, uh, deal with quick change or not? And as well, in some cases, uh, do people have the skills as well? Thio make those changes because those are already important.