okay. I came out of college as an engineer on, went into consulting on basically on the software side of things. Early on on it went to a business consulting kind of organization on, and as a result of that, I was able to do both technical coding as well as you know, working with clients and doing requirements, gathering and project scooping. And for that, that experience opened my eyes to the fact that I was far more interested in the business side of things that more than just doing the technical and based on experience, the rest of my career has evolved more and more towards the business and sales side and less towards the technical eso that that's kind of the roots of it 20 plus years ago. Fortunately, after my first job in the consultant arena, I've spent erred into startups, early stage software companies and have had a good progression of those over the course of the last 20 years. Eso that. That's really what's been fortunate for me being in Austin, which is a very big startup city, and I've had the opportunity to get into several very cool stuff, suffer startups really on that have allowed me to progress very quickly and see a lot of things in 20 years. Uh,

Yes. Ultimately, I'm responsible for the new bookings number. Meaning How much new dollars are we selling every every year? Recorder. Every month we run a very aggressive monthly sale cycle here. So ultimately, I measured on net new business one which goes across both are installed customers that are growing and adding new capabilities, new products as well as net new customers that we have to acquire every every month. Um, in terms of priorities, uh, number one is is employee detainment like, you know, sales people making their goal is probably my number one priority, because that's what ensures we hit our goal. Um, secondly, obviously is is growth and retention of current customers making sure that there getting value out of our products, they continue to use more in upgrade and spend more with us on. Then finally, is growing the talent like where you know constantly, having to add new new staff to ensure that we can hit these ever increasing goals. So hiring and training and bringing people on board and making sure that we've got the right investments to make people successful when they joined the company and would be part of the third oneWell, I think it depends on what you wanna put into it. I mean, I'm a pretty intense person, so, you know, I generally work the business day, and then I take some time for for dinner and break. And then I usually get back online in the evening because, you know, in this role, the majority of your day is back to back calendar meetings, you know, both external and internal. So you're thoughtful work, you know that that you need to do planning and what not. It has to get done in off hours when you're not on back to back meetings. So I tend to try to do that in the evening. Some people are five AM people. Some people are night people. I'm a night owl s o. So I find I need to invest 2 to 3 hours in the evening to be able to get the strategic stuff done. Because 7 30 to 6. 30 every day is is tactical firefighting calls, planning meetings, etcetera.

sure, I would say the biggest challenge that we have that I have in my job is you're at the whim of a customer or prospect, their timelines, their initiatives. You have your goals. You know your monthly goals. But you have to have enough customers that are ready toe to move forward with their projects to be ableto sign a contract to make that goal. So you know, getting a compelling event on their side tow line up with your goals that you have is hard. And so sometimes their project is three months out, and you need to convince them that they should sign today just to be ableto, you know, for you to hit your goal, but also for them to have access to the product to hit their their goals. So I think getting their goals, which don't always aligned with your goals to converge so you can hit your number. That's probably the hardest, the hardest challenge of what ideo. Obviously there's a lot of people dynamic, you know, we have, um you know, a lot of people were trying to change train and scale into being successful in sales and how toe handle all the questions. We sell a fairly technical product. So there's a lot of questions that come up on the sale that you know, their technical deep, deep technical that our reps ourselves up so we don't have the answers to. So, you know, making it so that they can effectively get back to those customers with a thoughtful answer in timely manner that Zafer the big challenge Thio to solve. Um, And then, uh, you know, I'd say I think your last point is, you know, examples. Um, yeah, I think for me, it's, uh, the biggest learning I've had with what I do is it's all about practice and watching and reviewing previous call. So for us, we do a lot. We record everything like yours is doing here. We use a product called Chorus, which is a call recording and call logging and analytics tool that does all the voice analysis of calls. And when you save the best ones and put them back out into the training for the for newer hires or for the rest of the team, it's just you constantly have to be reviewing what other people are doing to succeed, to improve yourself on. That's the only way is pushing a technical sale like this you're never gonna have all the answers. So you need to be watching other people's calls to understand how to handle the unknown and how to effectively navigate difficult calls or difficult questions well on DATs how you get good at it over time.