So I know I'm born and raised, uh, in New York City, so so used to sort of the urban life there I travel stood a public school system here in New York before finding myself at Penn University of Pennsylvania, where I attended the Wharton School for undergrad, uh, high school. I thought I was going to be an engineer, just just mainly because it didn't really want to be a thought there and a little bit of weak squeamish when I see flood and things of that nature. Um, and I was usually, you know, pretty comfortable with numbers. I thought I was gonna go into engineering path. But then I found myself at Warren, where the focus is mainly around business. Um, in a freshman year, I remember very pointedly, you know, during one of our management classes, we were asked, um, you know who is interested in and becoming investment banker and remember about, you know, keep to the class of me, the razor Hampton myself included. But if I'm being honest, if you at the time I didn't really know what investing thinking Waas Um so, you know, throughout college, I I thought I was going to go to a path of traditional finance. And I spent my first and dipshit working at a small private equity shop. And then afterwards, during my software, at a little bit of existential crisis. I wasn't really sure what I was doing and why. And I found myself questioning a lot of the different things that I was being told that I needed to do. I happened to join a course called Social Impact on Responsibility, led by an amazing professor named Phillip Nichols. And in that class, you know, he did something that was, I think, a little bit different from some of the other business courses I was taking where he would cold call you after he asked a question and that after you answer it And of course you have the answer because he just stares at you. It's pretty small seminar about 20 students. So after actually answer it, he would ask you why you think the way you do and why you responded the way you that, uh and you would actually ask you why about 2 to 3 times before finding a sufficient enough answers? What about the base of the underlying core reason why you said thing you did. I think that and applied it to the rest of my life. And I sort of thought about why I was doing what I was doing. And, you know, I think I attribute everything back to this idea that I want to give back. And, you know, I didn't get to where it was a lot. So the following summer, I wanted to do something that combined social impact and finance together. And I ended up working in Bangalore, India, where I was on the corporate strategy slash finance side of Jonah Lakshmi Financial Services, which is a my girl financed institution, Um, underneath the Jonah Foundation when I was there, You know, I had an incredible time and learned so much, but one of the things that it became apparent to me was the power of technology. I remember we went on a collection rounds and, you know, working with one of the officers there who was teaching people how to save money to folks that, you know, weren't you sitting cost saving? They didn't think that was something that was viable or even necessary. And it was amazing how they were trusting these collection officers, um, handing over the cash, the allotted for whatever collection amounts and then seeing that amount appear on their phone. So they immediately trusted that their money was, say, all from just a single message They got on the phone, and it became incredibly clear to me that, you know, as as much effort. And, you know, I thought you put into policies to credit policies. Teoh deregulation. While that's incredibly important in terms of the nothing fast whites but changed, that's where technology comes in. So I wasn't number by tech. Um, and I spent into the sort of remaining half of my undergraduate career finding ways I could get off in Tech. I went to a lot of hackathons. I so did a lot of sort of side research on how to build mobile APS. Luckily, allow my close friends are soft engineers, so that really helped me get a good understanding of what it means. Build software in a thoughtful way, and I buy Chance happened to fall into the Capital one's management internship. At the time, I didn't know what product management was that even know that this plant existed. I was convinced I was going to do something in the realm of strategy or operations, were possibly for start up, but felt into this role, and I absolutely loved it. Um, and I quickly learned that this is something that I want to dive more people into, especially because I also found myself wanting to become an entrepreneur and being able to solve problems creatively in ways that people haven't done before. It's a figure, you know, one of the best ways to do so. And this is of course, after hearing advice from for multiple folks, you know, my seniors and those that I graduated, there was a lot of recommendations to, you know, work for a large company. The beginning learn, learned the ropes, see how things are done before jumping straight into building your company. And this is not to say that folks that went down the path, you know, did it incorrectly. I think I give them a lot of respect, but that's not realize for myself. I wasn't comfortable with that amount of risk. So in order to sort of help mitigate that wanted to learn investing class and how products and building um building things like these from the ground up, like you know how to do that successfully. So I was part of copper one right after graduating as well in a private setting couple. One actually did spend a little stint at a start up called separate rooms. And, you know, there I helped a little bit with software developments before moving again straight into Capital One. I was part of the Bank R and D Team first, where I helped push up new mobile features around payments. Um, and then afterwards, as part of the rotational program, I moved onto the platforms team to get a better understanding of how backend systems really works. One full. And there I helped push out new features around streaming a swell as new databases and a bunch of the other features that happen to go more in detail. And then afterwards you know what I found Waas. I really enjoyed my time in Capital One, but I wanted to go back into a bit more of a leaner environment, a little bit more of acuity, a little less structure even, and this is sort of ties back to my experience in seven rooms and some other companies that worked in the past. I really, really enjoyed start ups, being able to move quickly, break things quickly and learn quickly. So I spent the beginning of 2019 thinking about the different types of started organizations, like joint and through a friend of mine. She referred me to a company called Often Lending, which is where I am today and often lending. We are a point of sale financing platform for the power sports history, incredibly, but I found that the problems that we're trying to solve in the ways that we are trying to solve them are incredibly ingenuous, ingenious. And then, you know, I started off as as the senior product manager for the data team, and my responsibilities have since grown promoted to director product strategy data. I'm happy to go into again sort of what that means. I think there's another question devoted to that, But yeah, I think in general there's been a lot of sort of shifts in my direction of where I wanted to go again and if I didn't sort of have the thought processes that I've had, or if I wasn't introduced to the classes and experiences that I rate with the Gather. I you know, I wouldn't be surprised if I was in investing, banking and finance, and again, there's nothing wrong with that. I think that's that's great in of itself. But I've learned quickly that it wasn't right for me, and I'm happy that I had that realization early on.

I came to obtain to be the product manager off the data and engineering team and my responsibility said that team still exist for that team. I helped, you know, make sure to put together the backlog, the set, the priorities, put together the strategic roadmap. I make sure to be the liaison between my engineering team as well as all the various stakeholders at the company. And our mission is to modernize and improve the way that our associates utilize data today. Um, out in London before I had joins and before some of the predecessors before me data was in an okay place. It did sort of the bare minimum. But when you think about usability, audit ability and all of these various principles behind the robust and sustainable data system, they weren't big, quite in yet into what we have and what we're building today. On the flip side, sort of. On the product strategy side, I oversee a lot of the third party investigations that a company does as they relate. Teoh our digital products, meaning let's say we were trying to invest in new solutions to help augment our fraud verification abilities or if we're trying to figure out different ways external to our teams, to speed up or integrate with other systems that exist within that the dealership ecosystem. Those investigations that I typically did on the first line of defense eso for For those from for this type of function. What I do is a lot of outreach to different companies. I give a first look into their competency. Is there a p A documentation and figure out sort of how that would fit into our ecosystem from both of business financial perspective as well as knowledge, architecture, perspective? Um, part of my role, you know, within the product charges based also extends into thinking ways in which we can maximize the way the ways in which our spring teams work and trying to figure out munitions they're coming in from the business and ensuring that we are focusing on the right things. And again, this is done in conjunction with my manager, chief product officer as well as our SPP attack in terms off really work hours. They do very, um, you know, I guess octane itself. We're kind of like a 9 to 6 30 shop. Um you know, I found days where, you know earlier. But they're also days where I sort of mso working into the night. I think it really is a case by case basis, depending on what used to get delivered. Um, and what wouldn't you sort of go out in the next coming days? So pretty flexible there and then in terms of work travel, I octane itself. We don't travel too much, but when I work the capital one, I traveled quite a bit. Um, part of it is because for capital one had a lot of offices all over the country has been being part of the product team. I have to interface with a bunch of the folks of different departments and teams. Um, you know, in the beginning, with very nice, I would say, you know, um got to wreck of a lot of hotel points on things of that nature, but about myself quickly Ah, not enjoying it as much. Interestingly, I think when you're traveling a lot and sort of spending weeks away from home are also more likely to get sick. And your diet is probably not always great. So I can't say that I particularly miss traveling for put. Sometimes I dio and then working from home, I think, thankfully, given my role and given the scope of the company's work, I working from home hasn't been too destructive to our day to day. Obviously, I miss being in the office, being within that environment and working more closely with with my peers and colleagues, you know, sort of in a single same physical space. But thankfully, largely we have been undeterred in our progress that I think things have been going pretty smoothly. And in general, we've had a pretty flexible work from home policy from the onset. So yeah, you know, from that perspective, not too different. But, you know, obviously better to be co located there. Not sure. So being

the central touch point between a lot of different type of stakeholders, and oftentimes you'll find that you'll have folks sort of express thoughts in a way that's again, Don't align with others, and you're sort of in the middle, trying to make sure and reconcile that everything is okay. Like one example that recently is we don't associate who was trying to, um, get something out the door and need a little bit of help from us and our engineers. And there was a bit of a sort of a back and forth from requirements as well as just general discontent around speed of delivery. These these are all things that you're gonna have to face his product. But as a product manager, you need to know how to say no. Obviously we say in the way that doesn't hurt feelings. And it's, you know, back to buy business intent on privatization and clear strategy. But you're gonna need say no nonetheless, Um, I think one of the best ways to ensure that nothing gets misunderstood is especially in a time like this, when everything is remote is when you start seeing conflicts arise or start seeing messages start to boil in a way that sort of appears negative. Get get going on a video call as soon as possible. I think there's a lot of misinterpretations can happen over, like slack messages or emails. So instead of creating a sense of sort of turmoil, might might as well get that dealt with immediately by by setting up call such as this and general. I think the other challenges can also include just being able to thoughtfully balance the priorities coming from different departments, especially if you work in a product group where you have to interface with a lot of teams have their own agendas. But for instances like those, you know, it's It's very important to anchor these mistresses back to strategic pillars set by leadership or set by you and your team, and make sure that you have a very objective standard by which you are setting priorities. If if you're an organization word that transparence your visibility is his absence, I want you to sort of work with their right parties to get that in order. But once you have set that than an ex conversations around privatisation much easier, sure, So I think there's a couple, so I'll try to organize this in a way that's mapped against