thank you for that question. So it is obviously a long story and try to keep it shorten into the point, basically is, You know, my PhD is in artificial intelligence. In about 25 years ago, I was in grad school, and at that time my objective was to be a faculty member. Thanks. So researching, teaching faculty member. That was my life ambition. But as I was in grad school, I could absolutely see the process but the faculty members, particularly on your track face and ready my advisor on. But our challenge is their right. It is. It is stuff, particularly strong schools getting in your Is it tough phone prospect, oftentimes and off it. So what ends up happening is people work extra hard. There's a lot of publications that they have to do, etcetera. So I saw that first hand, and that was my first incident. If you would like shape my career because my objective, as I said, wants to be a faculty member. But once I saw water book out of my adviser. But maybe this is something I really don't want to do the aviation industry and see if that may give me a better validation. Perhaps, and maybe more rub results. So that was my was, uh, shift. And before that, I had not done anything. I haven't done any internships either. I only had research assistants, ships and fellowships and so on. So that was the first big ship that put me in the once I came to the industry. I absolutely could see that you can make a big difference, right? You can see the needle move. So even in my very first role, I could absolutely see the needle move. But what was most important as learning for me was that it's not about the sexiness of the approach. And it would be about simple things, practical things that produce results. And if you do that, you get awarding, right? So that connection was very, very clear. And going back to the 10. Your piece, it was not share right? I knew some excellent professors who were wonderful beaches, great researchers, but they didn't get in your so that correlation was, in my view, very bias seemed more clear in the industry than in academia. So anyway, so that was one life shaping, changing event. The next one was started. So very early on in 1999 I joined a star company during the dot com boom. And in a startup, what ends up happening is there is no real rule definition. You wear whatever hat needs to be one. And so we were fairly small company and you didn't have folks in business. The blood mental marketing And even though I had gone there to set of the data science program really figure out how to harvest the data and monetize it because we were really getting enough customers downloading our product, I started looking into things like marketing. How do you get the message out? You get more customers to know your products and so one. And so these aren't skills that I executed to myself. I thought I was a techie, a computer parents person, machine learning guy. But I didn't really think I had business skills, but this was eye opening for me because I've got to do those things. I realized that I have a fairly decent head for those things as well, and those are enjoyable. So that was the second big life shaping event because it made me realize that I have skills beyond what I thought I had, so that was the second big one. So basically what that put me on the path to was I had the analytics background. I used to be the end of X teams, but I was a very strong consultant to the business leaders. So working with, let's say, the president of personal lines of commercial lines, I would I could coach them on the business side of things and how it could benefit from analytics, that role that I would not have considered before my start of experience. So as I did more of that, it naturally led to the question. Why am I just a consultant? Many men should thank. And so that's the path I took. I got the opportunity to run a business really enjoyed. That experience comes with a lot of stress. That's well, it's different. But But that produced yet another life shaping event on which was I went to another start up company as the CEO of the company because by then I caught all have lots of skilled bastard to be the CEO, and that was an incredibly humbling experience because I realized, but it's not easy, right, because any role you have, typically this someone else who has higher authority and responsibility than you. But if Park CEO of the company, the buck stops there. So anything that happens and doesn't happen, well, somehow you're responsible for it. And that's an incredible learning that I had. So the rule that I have now where I won the coyote telematics business for for a company called Verus, it really is a confluence, an amalgamation of all of these different experiences. I still bring my technical skills to the mix. I'm not the best ignition anymore, but I can hold my ground. So I do understand Machine Learning Analytics A. I can understand technology because again, my background boss, Computer science, I do understand the business. Yeah, criteria. So they're thinking about business strategy, and how do you really translate that into action? But the most important these the last learning, was the humility bees. I think I have become a little arrogant in between, but that start of experience as a CEO made me a little more humble as well. So right now that's that's who I am. I'm hopefully a mixture of all of those

responsibilities and decisions. I think with the first question. So it's past the spectrum eyes I just said I run the I o. T telematics business and just for clarification. Basically, what we do is we sit in between the suppliers off telematics or I o. D data and insurance companies that may benefit from consuming that data. So there are so many different providers, so many different PM's that manufacture these sensor data and so many insurance companies. It's very hard for them to connect themselves. So we create an exchange in between. We can normalize across all of these different suppliers off sensor data, and then we can create analytics and insights from it, which benefits the insurance companies. That's what I'm gonna be the business get in. So those of the responsibilities that I have I'm responsible for that entire business, and this means strategy all the way to execution. So on the strategy silence, it's all about where should be. What should we be doing? We may have a certain focus right now, but what should be right? Focus be. Maybe they are right now in telematics. We work with connected cars, but should we be getting into connected homes. Should we be doing commotion? Auto, should we be doing commercial buildings? So these decisions driving that strategy is is a big piece of the then of course, we have the execution off it. So we have customers. We have Williams. So how do you really structure partnerships and with the data suppliers? How do you really set the pricing? How do you really create the right parks that would benefit out insurance customers? So all of that I get in board with certainly goes along with budgets for the business. So how do you really manage the budget? What should it be? How do you justify and how do you really seek investment in our business? So if you could, you grow and innovate. It's all of those responsibilities are what I get it born. And so obviously the decisions that come with those are ones that get that I get involved with a swellyes, the workhouses phrases it's that's a tough question to answer because work hours, just particularly these days. It really depends on two things. In my view, I wanted It really depends on the individual I, and the second one is really depends on the company. And so let me talk about the company culture. So there are companies where the expectation is that you will be doing a minimum well, our city and and it works for some people. But in my view, it's more important to have balance. They actually believe that we actually work to live, not live work, mate. So so relaxing from the balance is very important, and we all have our personal lives. So I'm really proud to say I work for a company that does that. They don't have this expectation that will be working 12 15 hours days. It's really normal work hours because the company has that kind of a philosophy than V is individuals. That's the second part you know, as much or as little as we want, right? So we can just regular eight hour day or really passionate about something. You can actually fill our days, but it's really up to you as an individual And what what fruit? Your boat. So and that's the answer to this question. I I I would hate toe company where there is an expectation that you would do long hours, but we don't, but we do end up doing very long hours. But that's not because of your forced to get yeah.

right. It's actually the talent is interesting enough. I would say more challenges exist on the people side than on the data and other technology side, so that I speak to both of those. It's only only be potential, generally speaking, for the business leg for a business like ours. So the view a couple different factors that influence us, right? So one of the factors is the market. How is the marketable severe in the telematics space and depending on what's happening, the telematics space it influences and shapes how we, as a business, can either sustain or not sustained, like how we need to maybe pivot or attack, So we keep our eyes on that. So there are challenges from that perspective. There certainly challenges from a competitive perspective. This is a very hot space, plenty of competitors. So how do you really continue to differentiate versus your competition? So that's at the Keach Alex. Something living breed on a daily basis, and certainly customers are another group, right? So whenever you have customers, there are challenges that come the customers you cannot live without customers by keeping customers happy and satisfied is a challenge as well. And the last Police are people, you know, employees, other parts of the business that our territory issues within companies occurred, the shoes and someone. So so all of these are challenges that b after people. And so a lot of the approach to dealing with these, generally speaking again, there is no perfect one. Answer really depends on the challenge in this situation, but in generally least, but I found that works is listening, understanding, empathizing and only them acting. And that's key because often putting them happening is we see a challenge for the actor with me that, you know, we want to get into act more and and that often is the wrong response right? Later on, you find Well, wait a minute, that wasn't the right response. I should have maybe waited. We should have understood this more So that's my advice to anyone, including my team members, and I've learned that the hard way myself is is really understand. I deeply understand what the situation is, what the specific challenges and only then figure out how to act and knocking back saves a lot of heartburn. Niederer