So I am senior director of data scientific services at C. R O Company called Sickening Health. We provide a lot of data collection services for big pharma companies, and you don't small to medium sized former company. So we basically help run clinical trials for companies. The path that I took to kind of get to where I met. Now it's kind of, Ah, winding one though I undergraduate cruise in psychology, which gave me a really strong basis. And statistics and analytics cause psychologist kind of a medicine science where you have to do inference, so that gave me a pretty strong math and statistics background. But then after graduation, I went into a technical role as a software developer, doing Java development and Web infrastructure work, which kind of took me on a path down infrastructure like technology, infrastructure, networking system, administration system architecture, ER and I worked in a couple different financial services company started over Jones, which is a like a financial services consulting, the that you you know what the term would be, but but they have basically financial advisors that help people with investing, and then from there I went kind of bounced around a little bit. And I did weather infrastructure type work for Boeing, which is the aerospace company and then also for MasterCard, the financial services transaction company, credit card network company. And then I landed a VP job at a company called Citigroup, which is a large bank international Global bank. And, um, from there I got much more to the manager leadership kind of activities and kind of parlayed that into the role that I have now. Um, so the key, the key ways that I was able to do that is I got this strong, you know, math, background and analysis, background, got into the technical activities, learned a lot about architecture or just generally have technology works and then got an MBA right around the time I was going. Which is what helped me get the job at Citigroup as a VP. And then that experience helped me expand farther into the skill set that I needed to do a lot of statistics and gait analysis and just general readership in management skills. So it's been kind of a one path, and you just I just slowly started layering skill after skill after skill and parlaying it into slightly more responsibility and responsibility. Responsibility. And so I ended up kind of where I'm at now, a big part of it that was just building confidence with your with your people that you have a network with.

working on 100%. As with most people that are able to work from no due to the pandemic. But even when when there's not a pandemic, I didn't really work from home very much because a big portion of running organizations is interacting with people and building confidence in the direction and respond well. you know, the response that organization s or whatever is that we're working. So it's a lot of coaching and mentoring that people in more junior roles on how to handle conflict and how toe like strategically think about the next things. And there's a lot of process improvement and refinement, uh, associated with that. So, um, you know, I own all the data services, so I spent a lot of time talking to, like data engineering for development teams about, you know, past processes for prioritization on product features. And I spent a lot of time interacting with my peers in other organizations, like in the political organization or in the I T organization, to make sure that we have the resources that we need, and so that our clients are getting the analytics and the services that they need. So it's Ah, it's a big, very big mixed bag of trying to coordinate and clarify responsibility and process improvements. Like I went on. Um, yeah, it's hard to sum up in a really, really straightforward way, but a lot of status meetings, a lot of conflict resolution, Um, a lot of stuff like that. I don't get to do a whole lot of data analysis anymore.

people management especially, probably the biggest challenge you have when you move into a leadership role. People, um, people think that it's gonna be all, like, strategic decision making and on, you know, like tryingto do Ah, you know, a path analysis and that, you know, you get to learn about all that cool stuff you get in their classes. But on a day to day basis I would have dealing with is, you know, um, somebody had a family member pass away, and they have to figure out how to resource the projects and then also make sure that they are okay and when they're gonna be back. So it's a mix of, you know, trying to, you know, make sure people are taking care of and that they have what they need in order to be successful in their jobs while also mitigating there. Mr. Business associate it with personal issues people are having. So you send a significant amount of time. That's the hardest thing to deal with. This people deal with their day to day personal issues that potentially can impact or do impact the business. Um, so for example, um, if if you know somebody in the business deposit for Cove it Right now, there's a lot of risk associated with that with any business. So if way even thinks that they might be sick, they can interact with other people, work. So in a warehouse situation, if somebody test positive, they essentially have to go home. And we have to put a lock down on the on the working environment until we get all clear up. You know, everybody there tests negative, and everybody is simple. You spend a lot of time dealing with, like what, what seemed like individual problems that actually end up being a full impact from a capacity perspective or from a from A, you know, are productive eso That's probably the biggest challenge that you have. So see with that. Yeah, this is every day was just would just be negotiating with other departments around. Resource is, um, and around prioritization. So you got, you know, to projects that are equally important, right? But you have to look at it from a strategic perspective on the client and from the delivery and businesses. May related things, and sometimes there's just not enough time and resources for everything that you would like to deliver. So you have to sacrifice, appreciate the clients and let them know what the risks are taken. Then, uh, you know, mitigate the risk to them. And sometimes those conversations were probably this photo have, uh, in my business, it's a little bit easier than then in, like the financial services organization. So, like in pharma, you basically there's not a whole lot of negotiation, and you have to resource it properly. And there's not a whole lot of dollar. It's button financial services or manufacturing. Sometimes you make you make compromises so that we're ready to do 50,000 uses. But we're only gonna be able to do 20,000 based on the capacity of of what we're able to deliver. And that may not be, you know, make the client happy, but they'll they'll negotiate wake or something. But in health care, you can't get that. You can't have that conversation right like you have. You have to take care of your commitments. Go yeah, be everybody's different. Andi, uh, you know, people's motivations is an important aspect than any sort of like manager leadership job. Most people, I was literally just having this conversation with one of my direct reports and