Yeah, well, you know, my career is a little bit unique in the way that I started in a very in financial services. I started my career in investment banking, and I I currently in a position where I live in a very creative role, uh, color factory. So it's, you know, I I think when people ask where you got today, I always sort of think from a narrative perspective about my career. Like what? What am I doing and why am I doing it? Like, why do I just leave ah, position or go to a position? Like what? What are the purposes behind it? So I initially started at Goldman Sachs because that was the best name I could get on a resume at the time. Um, and the best job when I came out of school in finance, I wanted something that really established me is ah is a real person is someone that could help leverage me into new roles as I move forward. Um, I knew I didn't want to be there forever, and I ended up working there for two years and having a really great experience. It was really difficult is really rigorous lot of long hours and all those kinds of things. But I knew I wasn't something I wanted long term. I just want to be with leverage myself into a better, uh, in a better opportunities. And that's the best place to start. And I got you know, some of the best experience of my life there learned how toe operate and carry myself in a business perspective. From a business perspective in business, atmosphere and some of the best boardrooms in the world, I I opportunity to really learn, like, technically sound principles that would help me carry into my next positions as well. From, you know, excel standpoint from a, uh, just business operation standpoint. All these season was awesome, but I knew I wasn't gonna stay there long term. I always had kind of the idea. When I say I think about it from a narrative perspective, I always had this long term goal of either operating my own company, running a company or being in a private equity group on running lots of companies. So I every step I made from there, from Goldman to where I am now, was in an effort to either get a skill set or get a, uh, experience that would play into my larger goal. So while I was in New York, I ended up. You know, I always kind of tell people that when in doubt, when you don't know what you're going to do next, build something and create something. So I spent a lot of times starting businesses. I spent some time learning how to d. J. I spent some time learning how to write and all those things sort of played into. Later on, I end up writing for a major music block. At the time, this was just for fun. It was sort of a thing to keep me saying while I was working on Wall Street, that eventually ended up uh, what I left physical Wall Street. I went into another investment bank, and years later, one of the guys I hired when I was working on that music, Blawg called me and asked me if I wanted to help start an advertising agency. And that was something that years later pushed me into a position where I got an opportunity to, uh, start a company. That and then eventually I built that company and sold that company, and that's what led me into my next job. So I think of everything that I do from where I left from, Where I go like one think about is the narrative like where you want to go and like, You know, I didn't always know what the next thing was. So I built things that turned into either opportunity or value, and it's sort of created opportunity for me down the road to actually move to where it waas. So my career paths winding, and it's a hard answer to the answering a hard question to answer a pithy way. But I think those were kind of the things that the principles that I live by is create opportunity for yourself by building things and then find, ah, way to, uh, treated more like a narrative. And then and your career path will make more sense in the end. When you get there, if you actually move for either skills or for opportunity appropriately,

Oh gosh. Oh, yeah. I mean, you name it and I do it that I think that's the big kind of I wanna say lie. But that's the misunderstanding of a of an executive position is you think you know when you're young and your career you off. You think that you're doing a lot of the grunt work that sort of is you'll grow out of. And really, the reality is Is that every piece of difficult work that, like the lower levels pick like you need to become an expert in it because you'll still be doing it when you move up chain, no matter where it is. So, as chief executive officer, I still you know, I approve. I have the one understand every facet of every department of the company, from marketing to experience Thio design, Thio accounting all of it s so that I can actually like you know, I'm responsible for approving everything, and I'm responsible for the direction and the tone and chamber of my my company. So I have to be the one that understands what I'm approving. What I'm talking about, what I'm doing. So a Sfar is like, what response responsibilities. Do I have I Few. My responsibility is everything from approving design choices, which doesn't seem like a highly technical thing. But it's something I have to have a handle on to approving, marketing, spend from owned and earned and paid Thio even, just like having talent on hand or having celebrity relations. I mean, we are having, you know, we shot a video this week in our color factory about It's gonna go on the Ellen Show next week. And you know, I have to understand one who is going to be in the facility, how they're going to be shooting and how they're going to treat our brand, how they're going, how we're going to be represented in that. And I think those are the kind of things that, like you need to be able to understand, uh, even the questions to ask eso you could even approve it. Andi. That's an easy thing to sort of approve because it's a major TV show and those kind of things. But we have, ah, 100 those types of decisions a day, whether it's letting a certain influences come in and film or, you know, whether it's letting ah brand represent us in a certain way. We have to be you. You know, you sort of have to understand all assets of facets of how much you know, What's the revenue opportunities? What are they saying? Uh, there's a faras possibilities go. I think it's all encompassing as far as like what kind of decisions I make, I kind of talked about some of them. But I make every decision or I help. I have put really good people in charge. My various departments who make a lot of the decisions and I think that's important to do is kind of give them the right of, uh, how decision making authority that they could make their decisions as we go but also understand which decisions need to come to someone like me that I could help them with that. I can help sort of that that it would impact the larger organization so and that I that I have the responsibility for saying yes or no to excited to live with the consequences of the yes or no answer on those things, too. So kind of decisions I make could be anything from budget decisions on new builds. Um, could be on what cities we go to go and that those are really big decisions. Could be a small as like I said earlier, like marketing spend on a trying to boost tickets in a certain market. I can help with those decisions, and I often don't and not the one that will execute every single one. But I'll be the one that helps make the decisions for the people and then as a CEO, my real job. Ultimately, it all rolls up to What's the corporate strategy for the company from a revenue perspective like, How do we make money and from a brand perspective, like How are we perceived by our markets and by our customers? And so those decisions all roll up to me tomy top three priorities one like, How are we perceived in the market? From a perspective, too, is you know, we in particular color factories of brand that started a za pop up. And so I view one of my major priorities is making something that was once disposable brand that was once disposable nature of pop ups into a institution and something that's, Ah, long term has long term brand value for our shareholders. And then the third thing is maintaining our souls. We go through that. It's really easy, I think, businesses. Often when they have success. It's easy to start making decisions that just impact the bottom line. But sometimes the best decisions are ones that have a higher cost but carry a longer term brand value or carry longer in the future. And so I have to weigh those decisions between making money now and creating value for the shareholders over a long term. And I view that you know the kind of dovetail the multiple into the same priorities. But ultimately I view that is probably my number. One priority is making something that's disposable or brand that's disposable at one point. Have heavy have long term value. Um, as far as what my weekly hours look like. I mean, that's the I think the other misnomer sometimes is that like you, You when you're young in your career, You had you worked pretty heavy hours when Goldman Sachs I work 70 80 hours a week and I thought that as I moved up the chain and moved through different careers so that that would reduce in some cases it went down a little bit. Or you have you can find better ways to manage your work in your life like that. But right now I'm asking my people to work long hours. I often want to be the one that's leading from the front. And so I would say my typical weekly hours are probably 60 hours of any normal person would consider work. I also, um, on all the time to like I had called this morning at seven AM I had calls over. I have calls over the weekend because we have celebrities come through. I deal with those kinds of things, like So I You know, it's hard to say when you turn off when you turn on, so I think in that case from work hours. Perspective, it's important Thio establish the right boundaries but also realized that you need to be like really take the right on approach of like, you know, you dig if you want to really have success, I think you've got to make sure you, like I said, set boundaries but also work the appropriate amount for the task. And so that's the key. I think whether you're a CEO or anyone is learning how to take ownership over your role and knowing how much time you need to put into it. And that takes some experience that takes time and also takes, like learning how to be efficient. But I'd say, Yeah, I don't know the answer to question with a non question, but they're not answer. But that's it's It's a hard one to say because I feel like I'm always on to a certain degree. But like I said earlier in this call, I think before we jumped on, I'm actually on vacation with my family right now, Um and you know where and I've been taking calls from the road where I can and I've been trying Thio be with them when I can. So I just you know, I think fiercely scheduling yourself and then living up to it so that you don't drop any balls. It is important that role too. So I feel like you kind of do both these days.

Oh, I I kind of just gave one just a minute. So I think there's a lot of temptation. You know, one of my big pain points is just like learning how to log off and I doing that appropriately and that I had for me what that took was getting an assistant that would schedule my time and then, like, make sure that I was at those things like, fiercely guard my time, but also make sure that I'm scheduled appropriately for the right things and that I am on time and where I need to be when I need to be there. I think that's a really important thing. I think there's, you know, everybody has the same 24 hours in a day, and I'm not a person that necessarily think that, you know, you hear, some executives will say, Oh, you gotta wake up. But like I wake up at three in the morning, so Aiken jog for an hour, and so I couldn't fit everything in. I think you can actually the work, you know, tech tools and have created an environment where it can be much more efficient than we were. Even when I started my career in the early two thousands. I could be so much more efficient now. And the temptation, I think, is to not only be more efficient, but Cranmore Hours of the day. So what? I think the smart thing to do is actually, you know, schedule your time correctly and then be efficient in what you do. Learn how to do it really well, like the hard things really Well, get the reps in whether that's, you know, excel. Whether that's, uh, you know, account management. Whether that's whatever it is like, learn your craft really well and to be really efficient, then guard your time effectively and do your job well. In the time that you're there, when you're working, work your guts out when you're playing like they learn how to be in that stuff, that's that's a hard thing for me, I and if you ask my wife, she'd tell you even more. That's one of my biggest struggles is actually like carving out that time, so I'm being effective in the places I am. But I I think that's my always One of my biggest challenge is to be where I am when I'm there, and I think I'm getting better at it. I think the ways I've actually done that is like I said, guarding my time by having, in my case, having someone that can help me guard It forced me to guard it and then schedule myself pretty fiercely. Um, other pain points in a I would say in a in a my company Pain points. We have pain points across just across the board once things like ahead of the curve and from a creative standpoint and being really, like, way value ourselves and being cutting edge in the, uh, experiences we deliver, we are, Ah, lot of our competition shows up now in the form of, you know, giant pieces of fruit or giant pieces of food that people think, you know, instagram opportunities. They see what we are success and they try and find us through Ah, through you know, photo opportunities. But we But I think the way we come back to combat that so we have a lot of entrance into the market. The way we can ban is one. Combat is by one being excellent in what we do, and then to understanding what we actually deliver isn't a photo opportunity. We deliver a beautiful experience to people. And if we give a beautiful experience of them, they're going to remember, and they're gonna have an emotional attachment to it. That well, yeah, maybe, like, be result in a beautiful picture that they can share with their friends. But the picture is just a representation of the experience, not the end product. Whereas a lot of our competitors always think that their end product is that photograph. And so they miss a lot of times and people to understand why they go out of business left and right in this market and this industry anyway. And it's because they don't actually deliver the experiencing. They're promising their people, which we believe that if we do that and we stay true to it, that will we will always create a valuable environment for people that will want to experience it. So that's a challenge in the pain point for us. The other one is really big for us is that we are a creative company. Um, but we sell tickets and tickets are primary revenue generator, uh, for our company, and that is something that's an ongoing battle. When we moved to New York, you know, we were in San Francisco. It is a shorter term exhibit, and we sold out for nine months straight. And you can get really cocky when you're like that, because you think you have unlimited demand everywhere you go. When we moved to New York City, we realized pretty quickly that this is a bigger market. We're competing with every ticket in the entire city, which, if you've ever been in New York, you know, that's a lot of tickets. That's baseball games. That's opera. That's the Met. That's everything. We were no longer just competing against our prime competitors, which were other, uh, art immersive art facilities. And so suddenly we had, like that was a huge pain point for us is like, How do you maintain value and customers when you're competing with the Yankees and the Mets and everybody else? And so we've had to learn, like to be really agile and learn how to be really smart and have to build different tools that will actually work in that environment. And was we went same thing. We moved into Houston. We're going to move to other environments. Every city is different. And so we have a pain point. Um, and our biggest pain point challenge on that front is learning new markets, and we move into him. But again, it kind of goes back to what I said earlier if were excellent in what were our main core offering is we find that we bring a pretty passionate group of people with us everywhere we go, and then we build off of that from there.