thank you for the question. I think, uh, think we each have a unique journey that we go through for me. I never really decided early on that I wanted to be in business. My father had been a serial entrepreneur and eso ah, young childhood was largely shaped around being in business and working hard. Um, decided it's an early stage. I want to be a golf professional, started down that path and realized it wasn't a good golfer and, uh, at least good enough to make a living at it. And so I had an opportunity to start with a company in you to know that took a chance on me, and, uh, I think what you know, I think about what really can shape. My early career was a company who gave me opportunities and responsibilities on opportunity to really work hard. I wasn't wasn't very smart. I was going to school, but I knew I could work hard and, uh, some early early mentors that really made a difference. It's senior leaders that challenge me, gave me assignments that were maybe beyond my capabilities, um, on early firing, being fired early on for, um I think was one of those really kind of pivotal moments that help me understand how toe think about treating people and how to engage with customers differently. And, uh, don't worry, wasn't I wasn't fired for anything, Any wrongdoings. But it was just perhaps, wrong fit, wrong personality, wrong skills of the time. But, you know, early mentors trying different things, findings and things that I liked and being able to be challenged in roles so that I could find out what my potential waas and what things that interest me. So those are some of the early thing to shape my career path, Yeah.

you know what responsibilities and decisions is one handling job like yours? Well, I, uh, early on, when I became the CEO, one of the things I did was actually documented the decisions that I felt I owned this the CEO, the decisions that I felt my team owned as individuals and there, respective executive roles. Which ones we would make together has executive committee. And then which ones rested with the board And so, as a result of not only have 14 decisions that I feel like I own, that I have primary responsibility Now there's lots of things that I formed on that I consulted on, um, but assigned from decisions, I try and look at those decisions to the primarily large decisions around vision, strategy, um, culture expectations of those types of things. Um, and that made it really easy. Gave my team the responsibility of holding decisions for the corporation, which is really executives. Um, Andi, it made it really easy. And, you know, I get involved in lots of things, but I don't have don't every decision, and it's really easy available. Say no. That's not my decision that someone else's, but he's taking to them. If they give it to me, I'll make a decision if they're gonna give it to me. But I would prefer not so more weekly work hours from a travel perspective and live very close to the office. I'm only probably on a bad day, 16 minutes from the office of Dr Time on. I use that time to listen to podcasts. I really enjoyed five caskets away toe and a focus on my way in. And, uh, relax on the way home. I very rarely work from home. I would prefer to be in the office, even in the code of environment we have. Most of our employees work from home in mid March, and I started working from home on April 8. Work from home until about April 16 then certainly back to the office, which no one else in the office. So not causing any issues or concerns with that regard. Keep it really simple. Come in the back door, go up the elevator, go to my office. So late books. Uh, but work hours, You know, I'm typically trying to be in the office set between six. And 6 30 in the morning. Um, maybe sometimes was later 7 30 in the morning. I try and leave the office no matter what. By 5 30 Um, are in our business, requires a lot of hosting and Kobe. We've been fortunate we haven't had to do that. But a lot of times with those clients, when former normal operating cycles so almost three days a week will have dinners with clients. Sometimes, you know, start around 5 36 clock. Go tell about 88 39 sweet wines on the like Super eight bucks and three hours, three or four hours a night, although during cold. But I really tried to increase that. So, you know, work week. That's kind of what the hours look like. How I spend my time with concert can answer that question later.

Yeah, you know, with with a CEO role of your challenges are pretty buried. As you can imagine. Sometimes it's about dealing with access to capital and how you're going to finance the operations of the business fortune, work with a really effective, well run private equity firm. And so solving the capital problem says good partnership with them. The capital is always one of the biggest needs. Second, uh, you know, is managing the cash flow have very good CFO fortunate that I think that's one of the challenges you could happen. Job like minus not having an effective CFO so talented, skilled, the decision maker and someone who works ahead, I think. And I have not had a good CFO that I would make this job really hard. And so that's the ambo. Now I think one of the challenges I think, maybe is a good example for employees is for the students to learn about is from a cash deal perspective. We Ron. Typically with about six weeks of cash on hand, our business has about 1300 employees and our payrolls college $2.5 every every two weeks and so running with six weeks of cash on hand is pretty thin. And so every expense, even 100 plus $1,000,000 company, every expense matters and so way we manage our cash and our expenses very, very tightly, and I think that's one of those things. That is a good a good practice to learn, not just in our personal finances, within business, my chances, another challenges culture. I spent a lot of time worried worrying about culture for company. What's our purpose? Making sure that's communicated effectively, what are our values and our making decisions and hold people accountable to the behaviors against those values? Talent development is a very big concern is a challenge that I face every day, which is, Do I have clear successors from myself executive team, inside the business? Are they prepared to take on his responsibilities in the event of a sudden or unnecessary transition for lots of reasons and then below those individuals Are people ready? That's what was Jones. Um, the other stress. I mean, as you can imagine, this, uh, this job has some level of pressure with it. Every day is different. Golden certainly changed that many regards, but I use a few things that really helped me to manage us. So one is I use a process called the Rule three, which is something my executive coach and I worked on a number of years ago, which is every day. There's three items that I have to get done that day than most vital things. Everything else is a known tell those. Sometimes they're completed person in the morning. Sometimes major fire holding get done without rule of three. It's allowed to focus on necessary and vital versus the urgent necessary. A lot of times you'll have urgently necessary say that's one. So being will focus on the most vital things job. Second is, uh, I use meditation A lot in the morning that has been mindfulness is really excuse me, then really effective mechanisms just clear my mind day. And, uh, that's been additionally, hobbies. Do you have passions of the suits outside of work? Work will always be there, soon, as much, and it's really important. Great balance for yourself. It's your responsibility. Is not your employees responsibilities. I lost responsibility, George, your responsibility. So having passions and pursuits outside of work important on those and using your vacation time. It's not my job to tell you what take charge. So I, some other few