I've actually had a rather securities career path. It's not a very deliberate one. Frankly, I might counsel students to maybe be a little bit more deliberate than I was. Um, but I started with a degree in mechanical engineering and worked in manufacturing for five years and decided I really didn't want to be doing that. I wanted to be doing something. It was a little bit more meaningful than making bleach, which is exactly what I did. And I went back to business school. We call it the great Erasure of White of Life. Andi was very deliberate. Wanted to go into either higher ed a time higher ed when I was doing my applications. And while I was in school, kind of morphed into wanting to work in health care. Uh, back in 1993 when I graduated and health care was then and continues to be now a very high need. Uh, hi. I'm in need of real business management skills. Um, I work in healthcare for about five years. Um, first on the provider side, I work for a hospital, and then, uh, physician groups all in the bay area. Uh, then long story short, I ended up going to work for a vendor, the software vendor out of Boulder, which does telephone triage, which is really kind of niche market in health care. Um, that ended up having an option to go work at Stanford Business School, where I've been to school and because I always loved Higher ed end up running the Center for Entrepreneurial Studies, probably 15 years and then went to the University of Utah. Ran the MBA program I all the while, by the way, I was commuting from Utah. So I spent 15 years getting on a plane every week, Uh, getting California two or three days a week. Um, when I left higher Ed i e. I learned a lot about hiring, and it was got a little disenfranchised in some ways, but more than I think, a lot of working with the students and kind of struggled with what to dio, um, and leaned very heavily on kind of my networking people who know me well. Which is how I frankly navigated all of these changes but got advice from people who knew me well, who said Linda, you'd be really good recruiter. So that was when one of them who started a now billion dollar unicorn called the Dahlia had me come in and I helped them. But frankly, they helped me more than I helped them in terms of getting to know the world of recruiting an executive recruiting so kind of ran my own business for seven years, had two or three women who worked for me working in recruiting and developing programs to recruit and retain, um, top talent on den in January. Took this position down in San Diego, actually running HR for a group doing both strategic thinking of how we recruit how we retain how we deal with business issues. Eso I can't tell you that any of this was on purpose on all of these things. I leaned heavily on people who knew me well in my network to help me kind of figure out what was next. I wish that the beginning I'd had a much clearer pictures of what I wanted to do, but I didn't, um, and I survived. So e think most people don't know what they want to do. Long term, I think other people fake it better than some

remember it to this dive in January and Covert hit in March. Okay, So, senior director of HR, typically and I have a director who works for me, and she does a lot of the day to day operations, and she kind of grew up in HR. So she has mawr of the traditional, um, Sherm letters behind your name of qualifications. So there's what might happen typically in a job and what has happened since I took this job. I mean, typically, anybody working in human resource is is going to be on site. There's going to be very little working from home because your job is to interact with people. We happen to have the company. I work for the holding company. We have nine auto dealerships in the U. S. Seven in Mexico. A bunch of real estate holdings in San Diego. Um, had world but the world been normal. I probably would be spending a lot more time in Mexico while everybody went to go work at home. I've spent every day at work. I mean cove it because we were deemed an essential service. Eso. Needless to say, the bulk of my life has been dealt has been around. How do we deal with Kovar? The changing laws keeping everybody safe. We joke. You know, March had 8000 days in it because my God, did it go slow? Um, in a normal world, uh, kind of the position item in could be a combination of strategic and operational. For me, it's been more strategic kind of thinking through what systems do we need. And the company I'm working for is a family run company. So they tend to be very manual and not have a lot of, um, systems infrastructure in place, which has been a big part of my undertaking. And we just finished an RFP and selected a vendor. You'd be shocked how much we still have on paper here. Um, I mean, they still do file sharing of the one kind of screaming. Can we please not email files back and forth. So trying to get some of those system changes in place because we don't have an internal I t department either. S So I think a senior director of human resource is could be a lot of different things. Um, typically, the most senior HR person oversees the groups that deal with, uh, you know, terminations, lawsuits leave, you know, workforce, compliance, all of those kind of things. And the extent by which to which the in recruiting the extent to which the senior directors involved with those things on the day to day basis, various, vastly by company. But I will say, if you're gonna be a human resource is you probably need to plan on being in the office every day. It doesn't tend to lend itself unless you're doing recruiting doesn't tend to lend itself further working. No. Yeah.

Yeah, E said. I mean, I've been living in a really weird world past 10 months, particularly starting in March. I think, in general, in human resource is ah lot of things they're not predictable. E mean, the problems that you get around people e just maybe if you stick in here for long enough, nothing surprises you anymore. I guess nothing really does surprise me anymore. But, um, I'm in California, which is a very litigious state. So we get a lot of lawsuits, um, particularly in the auto dealership, because plaintiff attorneys love to find people who left all of dealerships because they're easy to sue. Um, and I think just frankly, maintaining a calm demeanor and this whole covert thing is kind of case in point, Tom. The state of California was the first to close down with absolutely zero guidance on how to do it. It's just okay, we're closed like, Well, what does that mean? S Oh, it was very stressful in terms of how to respond to it. And, you know, we want to keep our employees. They've just trying to find out what it is. Um, so I think the demeanor that you really need in a role like this is the ability to stay calm and be like, Come on the top of your your, like, scurrying like crazy underneath like a duck. Um, just things, things come up that you don't expect to come up. Um, and I think over time you learn toe recognize when things, for example, one of the things we just instigated, um, try to cut down on the number of lawsuits. Um, whenever we're terminating employees, we offer small severance in exchange for a release. So hopefully we are going to get us many lawsuits. Um, but yeah, generally speaking, human resources, okay.