Yeah, I am. Right now. My role is head of caviar of food delivery service within a company called Doordash, which is another food delivery service. I got to this most recent roll through an acquisition of caviar. I used to lead caviar within a company called Square Ah, large SNB focused company and about 10 months ago, doordash quite caviar from square. So that's how I got here. In terms of how the experiences that shaped them are essentially a lot large focus on product development for individuals and small businesses. Throughout my career, I've essentially lead product development or had product development roles. And so that led to ultimately caviar, where it was a cross functional. I was essentially the internal CEO of the company leading product development, sales, marketing operations, etcetera. And that's generally the progression of one's career, where you start being an individual contributor, a product managers say, then the next step is managing product managers or managing engineers. Then the next step after that is managing a cross functional team, which is consisting of many different functions engineering, product management, design, etcetera and then the final step is to potentially be a GM and That's what my career was like. I basically became the GM of caviar, and then I'm still the gym of caviar, a door dash.

as caviar GM a doordash. My number one roll on goal, I guess, is to make sure that the strategy for caviar is crystal clear. And it's communicated and understood really well to all caveat employees and also the broader doordash community, because doordash and caviar are part of the same company and really call it a resource and doordash. So that's one second is I need to make sure my leadership team is fully aligned, and I have the right people on the leadership team to execute upon the strategy. And the third thing is to make sure I put into place an operational process instead of operational process, to drive execution against the strategy. So strategy people, which is leadership and execution, are the three top things I focus on. And so my day is essentially, I would say, uh, strategy. Ah, lot of there's a lot of focus on it on an annual basis for annual planning and a half yearly basis for half fairly planning a little bit on quarterly. But it's probably during those times it probably takes up almost 80 90% of my time, uh, leadership, I would say constantly both my direct reports and their direct reports. I keep spending a lot of time with them one on one. So I would say that takes up 30 40% of my time doing staff meetings, all hands, etcetera and then execution. I'm not as directly involved in execution. It's more to monitor the results of the execution that I focus on, so that takes over 20 to 30% of my time. But people, as I worked through people at this point in my life, I don't actually execute myself. So for me, the number one thing that's most important is to make sure the right people are in the right roles.

The biggest challenge is to find the right people. Uh, at my at my in my role since I worked through people number one. The biggest challenges when you hired for leaders Um, it is very hard to figure out how to interview leaders on and make sure that they will be effective in your context. Someone might have been, for example, really effective at a Google or Facebook. But that doesn't mean they'll be effective at a caviar doordash because they're very different businesses requiring very different skills. So that's that's been the biggest challenge. And to be honest, I've made a lot of mistakes in hiding over the years, and I've learned to each of them, But with leaders, eso there was a leader I hired. I won't I won't be. I kind of not mention what role it was for, but I had to have. One thing I've learned is that if you make the wrong mistaking, you make a mistake in hiding a leader. It's better to let them go sooner, uh, than to wait around so earlier. I would in my career, I would wait for 69 12 months on, Say, you know, we can turn it around. But now, if something is not going well, three months is the max. I wait before I let the leader go because you just can't wait around business. The company cannot wait around for people to, uh, you know, correct their situation or how they operate. That's that's, I think, the biggest lesson I've learned. You've got to hire slow but fire fast.