um, So I started as a software engineer, so my background is in, uh, electron ICS communication, injuring, uh, I did a master's in telecom management, which was like a mix of two things good and bad, right? So electrical engineering and management from Oklahoma State, I came thio states to do masters. I decided to stay over, like, a lot of a lot of fun do. And, uh, so my initial start was as as a software engineer. So I started in a telecom company and a software deaths engineer working on protocols and, you know, more level software. And, uh so I think I had an inclination for management and mawr for interaction with people. I really enjoy interaction with people I enjoy. I regret technology as well. So that's why I wanted to melt, uh, the management aspect of the technology aspect of it. 2003 is when I graduated and the market was not doing too well, especially that come market was pretty bad. But what I did was, you know, a struggle like a lot of us for a part of it on. And then, you know, I found some job, really found a good, reasonably good job in technology, but was core technology job, I think the stepping stone of where I wanted to get to and what helped me and what might Azaz, Uh, future employees, even entrepreneur, uh, from the class coming out. What might help the students is, um I was not shy about asking for opportunities, so I think my first break I had was I was in the job rule for, like, six months or maybe eight months. And I went to my director, and I told her I'm bored. I mean, allow my job and all but give you more responsibility and should take me into the sheriff when when an opportunity comes out of consider you. And then I heard a challenging role of the lead came in and I went back and said, Look, hey, what about me? What? You need the opportunity. And, you know, I took the rip and that helped, right? I mean, she said, Okay, I'll give you a chance. Give it a shot. If you do well, I'll keep you on that role. So luckily I did Well, I did have fun during that time and, you know, continue in the role. And then as the next opportunity came in, sometimes opportunity called, you know, kind of door automatically open because people saw the good work and they just took you and, you know, pulling for the next role. Or sometimes you see a next role and you go for it and say, Hey, look, I want to do this. I think I'm capable of doing this. I have the drive and I'll do a good job S So I think that was my career story. So I wanted to do technology, and I wanted Thio. Do interaction with people not necessarily just managed, but but have a have an attraction. There are not always sitting on one desk, so even though I do like to do that, but so that kind of melted well. But I started working with clients and customers and people on, but also technology. I don't know if it's too beautiful. Long answer

so Yeah, the current role, eh? So what we do is I work for Comcast right now. So what we do? I don't know if I'm supposed to tell that here or not, but essentially So what we do in our department were responsible for, um all the broadband devices on the video devices and the camera. So the firmware on those goes through miking certification process eso the responsibilities that ensuring that the firmware that is going on all of these devices with a large footprint across us is a high quality and because Comcast has their wounds offer on their devices. And the focus is that my end goal is to make sure the customer is happy and the customers are able thio get quality suffer, right. So they don't see any problems in the movement experience or in the surfing experience. The second objective, which is also as as important, is ensuring that we are agile in the market. We are fast enough to deliver software in the market. So in that aspect, sometimes they're both challenging and conflicting things. But you gotta manage them. So essentially, what we want to do is we want to be ahead of the game. But while being ahead of the game, having the latest and the greatest features and APS and you know other capabilities on our devices, we also want to make sure that the whatever we're delivering are off high quality. So that's kind of my role right now from our perspective. Is it? Is it Well, you know, we job technically, 9 to 5 or usually, like a lot of software jobs, jobs don't end up 9 to 5 its's. It's a give and take. Flexibility comes on both sides. The company is flexible with my time, and I'm flexible with company time. So it's not to say that I start at nine and finish attend. That does not happen, Uh, reasonably good work, balance. We don't work like balance. And, uh, you know, sometimes it might be 10 to 6. Sometimes it might be like 8 to 5 on. Sometimes I might come on in on the weekend as need business, but most of the time the time is managed well, and it's like a 95 96 depending on you know, the workload kind of job areI kind of talked about the responsibility is a little bit on Decisions are so much good decisions, right? The decisions about the quality of software eso looking at different data, points different para meters and making a judgment call on Is the suffering good enough? Are, uh shall we go out to the market or shall not go out to the market? Uh, decisions about hiring decisions about firing, performance, managing a team, you know, whatever comes all of that that comes with the management of the team. Luckily, no decisions were firing. All the scenes were hiring on bond. Essentially day today. The decisions on what? Software to select. You know what, what tools to use Azaz, the whole landscape of software on but overall and Harvey Air is constantly walking landscape like anything else. So the decisions are, uh, around how toe go to the next level and what next to do. What is the best, uh, out there in the market? What technology is to usually frameworks to use what methodologies to use and how do you wall one those and which is a constant evolution

so kind of the two major challenges which I might have talked about is balancing the quality with the speed. So these were two goals. Obviously, third comes a budget which, uh, if you are doing, you know, if the student and the student's you know, that's, you know, financial piece of actually very critical for any project, but to kind of a parallel things that you gotta manages to ensure that there is speed. And also, uh, there is quality on what you do. How do you manage them? Is based on risk mitigation, risk assessment, you know, right, level off risks on and on intelligent risk monitoring. What also, other things that come and play our, uh, different risk mitigation methodologies, intelligent analysis and data data plays a key role in all of our decisions. Data is, you know what drives us, right? So what we are doing, and then how constantly we are looking back, we have a constant feedback loop that goes in and kind of looks at what we did right. And how did it, you know, how do we cause correct? So it's an ongoing thing and that having dashboards, being able to analyze uh, based on concrete data on what methodologies work, What don't what tools are efficient, what are not and where things need to be treated, and it's a constant, constant thing that goes on.