Yeah, absolutely. I think it's a great question. And I think at the core, first Fridays Group was born on the belief that everyone deserves a place to belong and everyone deserves equal opportunity to explore their creative passions. And so, from a high level, you know what the business does. We teach people specifically college students and youth from underprivileged backgrounds in creative art forms like deejaying, videography, music production and the like. And then we give them the platform to perform in front of thousands as well as gain economic opportunities through job opportunities in their area of passion. And so you know me. I come from an experience of since 11 years old. I've actually been a songwriter. I come from a family that's very musical. Um, my older cousin was a prolific music producer himself, and so I think I was looking for an opportunity to advance people and empower people through something they're passionate about. And, you know, a lot of people love music, but not everybody has the economic opportunity to get into what is a very capital intensive. You know, talent instruments are expensive. The technology to produce digital music is expensive and so we wanted to lower those barriers to entry. And the one thing that I'd like to specify is that I also had prior experience running. Another non profit organization called Water, is the answer that provides clean water in developing communities. And I came across a unique idea, which was kind of on the border of profit and nonprofit, which is profit for impact. So first Fridays group is set up as an LLC, while water is. The answer was set up as a five, a one C three, and I found that there were just two different experiences there, Um, as running a five a one c three. A lot of my fund raising was dependant on donations or maybe applying for grants, and a lot of the participation was on, Let's say, Ah, volunteerism. And so when I was starting First Fridays Group, I wanted to find a way to generate sustainable capital and profit that could then be reinvested to create job opportunities for the community. So that's kind of a bit of what got me interested in this experience, how it differs a little bit from the conventional 501 c three nonprofit and you know just what it's all about.

Yeah, it was a funny story, so I came up with the idea. It was actually in response to a certain pitch competition or, ah, Grant request grant. Like there was a certain organization, an association that was looking for ideas that would create a bridge between my university and the community around it. And so I came up with this idea that would empower people through their creativity and connect them socially in the form of live performances and job opportunities. And I wrote up a business plan. Maybe around late 2018 got super excited, scented in and boot rejected. So it was interesting. You know, I think one of the biggest keys and entrepreneurship or whether that's entrepreneurship, nonprofit management, anything that's related to innovation is being able to see your vision clearly. No. When you know it's nonsense. No one toe. Listen, if an idea isn't good and ideas and good, but when an idea is good, know when to not listen and to trust yourself in your own ability to make it happen. So after getting rejected from that grand that would have provided the capital expenditure and needed to get started, I decided to work myself. I worked a full time job for about three months and saved every single penny that I made. Reinvested it to start the Company Inc. These initial legal fees to make sure that everything was great and so fast board, you know, maybe a year later leading a team of 60 people profitable business, you know, collaborating with global companies like Red Bull, for example. And I actually was able to then retain my university as a client of the company. So in terms of how things changed, I think it was learning how to, you know, I think more important than knowing how to capitalize on success is knowing how to rebound from failure and rejection. And I think that's the biggest thing that I learned and how things change was just, you know, that journey turning what was a no into what became a resounding yes, which was the overall journey of the company

That's a great question. I think it was. Building a team like that was the first time that I had to build such a dynamic and complex team, because when you think about the business right, we're teaching people creative things. I am not a jack of all trades. I don't really know how to teach someone else how to do videography. I don't really know how to teach someone else how to do deejaying. And so when you have a business, it's technical in nature, educational in nature. Naturally, that meant that I had to recruit people that had those skill sets, however, still had passions that were in line with the core identity of the business. And so I think that the challenges in building the initial team were really knowing how to navigate skill sets. Especially when I knew I wanted to recruit college students. What skills did I need? To what extent did I need those skills? And what was the trade off? You know, how far can I go into somebody that has, you know, the highest level of a certain skill set without trading off their interpersonal skills, sociability at the level that we are where professional experience is limited. And so, in terms of how I overcame them, a lot of research and analytical thinking, I have, uh, it's funny. When I started the company, I literally had an Excel spreadsheet of almost every single person at my university that I thought could be a good fit for the company with detailed notes on why I think they would be a good fit, what I think they could bring to the table and what I could also at what the company could also give to them in terms of their future professional goals. And so it's seeing everything on paper objectively like that helped me to put together a well balanced team filled with, you know, multiple races, multiple cultures, multiple, you know, even nations were represented international students, national students, multiple majors and videographers, photographers, DJs, software engineers and the like, and even like just hard finance people to keep the budget balanced. And so all they know. I say that to say that when building a team, I think the two most important things to keep an eye on are making sure its diverse not everybody should bring the same skill set or the same cultural lens or the same background, and also making sure that the lens through which you analyze people is objective. Far too often, hiring decisions are made based off like gut feelings, air predispositions or biases. And I think that just putting things down on paper analyzing is objectively as possible. With the goal of diversity and well balanced team building in mind, I think that's the best way to do it.