Yeah. So my background is, um I became a medical doctor first, so I studied in medical school, But before that, I was always interested in filmmaking. I always wanted to have scratched that creativity. So I went toe at school a little bit kicking and screaming, you know, realizing that it was a great career and it was a privilege and all the rest of it. But I felt like I was a cog in the wheel. I didn't feel like I was really doing the things that I really resonating with who I waas, you know, being creative and the rest of it. Um, but, you know, and I But I learned a lot, you know, about how to study and about the human body, life in general, just seeing, you know, the entire cycle of life and everything was amazing and also getting back to people's Well, so, um so, basically, you know the two forces in my life in the beginning, where this very rigorous education, um, and in a addition, this sort of interest in creativity. So I The way that I combine both of them is that I found an outlet for the creativity through computers and looking at, I was always interested in special effects in movies. There was Jurassic Park that came out and so forth, and I was fascinated by the blurring of reality and imagination and the ability to do that. And I thought, maybe there's a way that I could. I'm not in Hollywood on I didn't have any connections to Hollywood, so I couldn't just do a pure play and create Jurassic Park free even though when you think about it. Michael Crichton was the person that was doing giraffe. It was a Harvard trained physician and was sort of an inspiration. So, like, Wow, that's that's pretty cool. But I took a little bit easier path than just tryingto become a Hollywood or something like that. And I decided to apply the technology that I saw in Jurassic Park in these incredible movies to medical education. So I built a simulator company, and that company, in essence, used special effects from the made possible with the computers to apply them to medical training and one of the big facts of the time or a couple of them were new. Surgical techniques were being introduced. This belly button laproscopic surgery, where the older surgeons weren't as familiar with looking at a screen and manipulating the tools. And the younger surgeons were called Nintendo surgeons because they had that hand eye coordination. So it was a perfect storm to use a simulator technology to train on these new techniques and just hit the time right and created a really great company in that space.

Um, yeah, I managed a number of different companies. So the first surgery surgical simulator company was H T Medical and it was sold to a publicly traded company. And and subsequent to that, I started a number of different companies, 14 different companies and at any one time of managing several companies at once. Um so you know, in terms of responsibilities and decisions, the key thing is, with any new venture, you have to really believe in your heart that it's the thing to dio, and you have to also, um, have enough confidence in yourself, or fill the gaps where you don't have confidence with other people that can basically go after a lofty goal. And, you know, one of the things that you have tow realize is like in school when you're in school, Um, you might not be the kid that's making the highest grades. You might not get all eight pluses on bears a bunch of studies that show that people that are the valedictorians in school aren't necessarily making the most money or running the huge companies because their rule followers and they basically know how to get in a and I've run into people like this all the time, and they don't really know how to deal with the ambiguity of life. Like if If life throws you a curve to be able to pivot there, usedto taking the teachers assignment and basically performing that beautifully and there's nothing wrong with that, that's fantastic. I applaud it, but the point being is that, um, life in cos there's a lot more murky. It's like, OK, something's not quite working out or you have a competitive that's sprung up and you have to pivot. So it's not like you just keep working on that same term paper you have tow, figure out what other term paper you need to work on And is it the right term paper, you know, So that's that's basically ah, huge thing that you need to dio in terms of responsibility and decisions. No one to pivot. No, you know what goal makes sense to go after? Is there a really strong need to fill a particular gap? And do you have enough passion to fill that gap to go after it? So those air, you know, key things in terms of work hours, Um, it's really how you to find work. I mean, for me, I just enjoy the things I do so much. I'm not like, uh, scratching a time card and saying, Okay, I spent three hours on this in two hours on that. You really have to be goal directed. And you're in it for the long run. You're not in it to put eight hours in a day. Sometimes you could put zero hours that you could be. You know, a lot of people say, like in your sleep if you get good sleep, which you should You rehearse things and you think about things while you're sleeping. So you basically work while you sleep. You work during the day and you just you have to be really excited about what you dio. Otherwise, you should work for someone else and then have your fun outside of work. Which is fine too. You just have to know what makes you you I don't think I could work with it for anybody else. A to this point, I'm kind of spoiled that way. Eso it's That's an important thing to realize

so in terms of major challenges in pain points, you know, life is a learning experience, and you know there's always gonna be challenges and you could get depressed about them. And it's and it's actually a good thing to get depressed about them. Because in that way, when you when you feel the pain point of something that doesn't go is you expect, then you're able to figure out how to overcome that. And typically you come out of it better. As an example, um, I picked I went to a large conference back before Covic and when they had these big conferences and they were fantastic to meet people and share ideas. And I hired a small team of people toe work with May on a surgical simulator product, and lo and behold, they patented all around me and they and they basically made it so that the company had to pay 40% of its revenue back to that company, and it was terrible. We thought we'd have to shutter the the doors of the time. What could we dio? But we learned a tremendous amount about patents, and that's an important thing, especially with new companies to understand intellectual property and how to get it and what they mean. So on. And the silver lining was that the larger this company, this company that we had was very small, that we gave the work Thio and we watched it to a AIPO and go public, and it bought us, and it was a fantastic outcome for the company as well. So if someone went into deep depression and said, Oh, my gosh, you know, the sky's falling, you know, our our patents or we don't have patents and they could have easily just shuttered the shop. But instead you just keep going. You figure out how to work with these different companies, despite these challenges, and there was an amazing outcome, a za result of that. Sometimes it won't be an amazing outcome, but it waas and then for my next venture, I was equipped with a big understanding of patents. So what did I do? I patented a lot of ideas, and that resulted in some great economic gains and protection off the company that was very early into that field. So I think that, you know, it's really important to again have a passion for what you're doing, realized that you're gonna have what appear to be setbacks, but in the long run may not be setbacks. They might actually be advantages. And you just keep you keep playing, you know? And that's another thing that I think is different than structured life. You know, a lot of young people on Bond myself included. You know, back in the day when I was young, are taught to play sports, which are great, um, and the challenges that a lot of these sports have rules, and you kick the ball, the riot, wrong direction and you lose the point. But in business, sometimes you kick the ball in the wrong direction, and in the long run, you actually gain the point. And that's a hard thing, for people are at their heads around.