So I've had a very interesting career, prior to joining Zoom as a global CIO, I was the CIO of KPMG, the US firm. I was the CIO of the Blackstone Group. I was the co-CIO and head of investment banking technology for Credit Suisse. I was the chief technology officer for UPC the Americas and did a fintech startup before that, I started my career as a programmer and I started my career in technology as a programmer and when I started as a programmer, I didn't know what a CIO was. I didn't know what a Chief technology officer was, my aspirations as a programmer was to become a senior programmer. And then, when I was a senior programmer, I became a team lead, and then I became a group head, and then, so my career progression was gradual over time, but never I mean, if I go back, 40 years ago, I was like, I didn't wake up one morning and say I wanted to be a CIO and a lot of my a big part of my career, as I would attribute to the great relationships that I've developed over years and the great people I've had the privilege of working for and with because one thing led to another. And also I'm a little bit different from most others, they say you should never leave a job until you have a job. It's easier to find a job when you have a job. I never did that. Whenever I always loved where I was working. And when I didn't love it anymore, I wasn't enjoying it. I decided I had to leave and then figure out what I wanted to do next. Always fortunate enough, to land in great places with great people and great organizations and I've been very fortunate in that regard. I think the message there is, if you do if you enjoy what you do if you like the company you're working for, if you enjoy the work and the people that you're working with, then you're gonna be successful. When any of that starts to change, then it's time for you to think about it. Where do I go from here? You just can't. If you wake up in the morning doing something you don't enjoy, you will not do it well.

So there's, for CIOs, there are lots of different job descriptions for different CIOs and different organizations. If I go back to my role at KPMG as an example, I was responsible for all of the infrastructure, all of the technology or the cybersecurity, the application portfolio, the communications platforms, data centers, the whole enchilada, if you will of the technology stack to run the firm in a technology company, things are very different because you have a product and services that we build and develop and deploy to our clients. And that's very much part of the engineering function. Then you have, the corporate technology, the stuff that sort of is necessary to run our company. Our billing systems, our sales management and sales enablement systems, our HR systems, and our financial systems. And so we have a corporate technology team that's responsible for that, and so the CIO office, what we do is primarily interact with our peers and our clients. And I talk to them about our technology and talk to them about our technology stack and our technology differentiation and help them figure out how to leverage the zoom platform for the benefit of their companies. My team is made up of very professional, seasoned people who have bean CIOs or CTOs in a former life. Pretty senior set of people. In terms of, hours worked, I don't really think about the hours that I work. I work when I've got work to do. And, at some point during the day, I can't function anymore and I need to take a break. But I really, sort of focus on my clients. I'm focused on our product, I'm focusing on, how do we ensure that we're delivering a valuable service to our clients.

Yeah. So I think the biggest challenge, quite honestly, is just time. From a Zoom perspective, we've gone through a particularly significant growth trajectory over the last eight months. And so we're now, sort of supporting many different clients on a global basis. Many different industries, many different use cases, from global enterprises to governments to educational institutions. And so the biggest challenge we have is just the luxury of time. That's a good complaint. It's not a bad complaint. It's a good complaint because we fundamentally, what's zoom about, we're about sort of keeping companies operating as best they can during this very difficult time, keeping people connected as best we can during this very difficult time. From a business perspective, we're focused on sort of we're focused on, seeing how we can make the virtual experience better than the in-person experience, we're making great progress in that regard.