Yeah, that's a really good question. Is always interesting to sort of reflect back, right, Thio, where one is, um So I would say in terms of where I got to where I am today, I've always had an interest in technology and and start up businesses. Even when I was young, I was always really into, you know, reading biographies on all of these CEOs, like Bill Gates and on a whole bunch of others. So I always had that curiosity. And I grew up in London. So, you know, one of the things that and maybe a lot of students could relate to this is You know, when I graduated as an undergrad from from my university in London, I was thinking about, uh, you know, uh, you know, what kind of career do I really want to go into and what I am? One of the things that was really fascinating me at the time, and and and this is like the late thistles like the the mid nineties was the Internet. The Internet was sort of coming up, and and, you know, I was hearing about all these companies like Yahoo and A O. L and all of these other sort of tech companies. But none of this was really happening in London. So one of the things I decided to do was, you know that, you know, if I really wanted to sort of pursue, you know, by dream of trying to get involved with whatever this Internet is going to be because it seemed very interesting to me is really unknown. Uh, I knew I had to come to the States, and so, you know, one of the big decisions I made early on, You know, you know, once once I'd graduated as an undergrad was to sort of, you know, going become going to grad school. And so I decided to go to grad school in the U. S. And I went to grad school of all places. I went to grad school in in ST Louis, but primarily for me. The decision was based on all right, because E wanted to keep my costs down on on on how much student loans I wanted to take on at that stage. But, you know, uh, but I would say, you know, you know, once once I graduated, long story short, I always wanted to always end up in Silicon Valley because I knew, you know, ultimately, you know where I wanna be in terms of my career. You know, it made a lot of sense for me to figure out a way to get Silicon Valley, because that's pretty much where all of the startups were happening. And and that was the environment. So I would say, You know, in terms of, you know, you know, the in terms of where I got to where I am today I would say, You know, key thing is to really put yourself in the right environment in terms of where you want to go in life. And so for me it was always about being in startups. And so, you know, being being being in Silicon Valley was really the right place for me and and ultimately, you know, if you're in the right environment, you know, sometimes it's all about luck to write once in the right environment and and and there's there's a lot of opportunities that are coming up, especially here when it comes to start ups, because there's a lot of, uh, disruptive technologies and a lot of investors and a lot of you know, new companies that are constantly being started. So then it's a matter of, you know, just trying to figure out, like, you know, what's what. What's the right one for you? You know, and and for me, you know, the truth is you don't really know which startups they're gonna be successful or not. You know, I've ended up working with a number of different startups, and unfortunately, you know, I would say a number of them have ended up becoming successful, successful being defined here as they had some kind of exit where they either got acquired or they weren't I p o. But But the reality is, when you started that you don't really know if it's going to go there. So, you know, uh, the advice that I gave myself and I would give any student is in terms of how I got, you know, is ultimately you have to opportunities, you know, depend on which company you gotta work for. You either can focus on trying to earn more money, or you can try and focus on learning. And so, for me from from you know, I always focused on learning because for me, you know, curiosity was always the big driver, you know, It wasn't really about just just making money. It was about, you know, learning. And so I was always fascinated with joining companies early on because the great thing about joining startups early is that there's a There's a lot of unknowns, but consequently there's a lot of opportunities to try a lot of things and figure things out. And so, you know, that's that's sort of been a journey for me. You know, where I've always tried to join, start off early and and, you know, constantly, you know, an area that I got to focus on. You know, coming from a marketing background is, as you know, marking is pretty broad and and and and I used to be in terms of in terms of things that used to interesting marketing. I used to have an interest in both the creative side and the analytical side, and so that's where I found a good balance on on this thing, what they call growth now. But but but but basically what growth marketing is all about, it's about taking ownership of the entire customer journey from where you acquire customers, how you end up retaining customers and and how you end up sort of monetizing and figuring out a business model on how you can make money out of those customers. And so you know anyone you know, anybody who works in growth marking pretty much gets to sort of manage that entire ecosystem. Andi, that whole entire final. And and you know, the great thing about working in that part of marketing for me anyway, is that generally you know you is that there's a good correlation to how good you're doing in your job to how well the company is doing at the end of the day. Because if you're not doing your job properly, then the companies are gonna be successful. So you don't really need a manager or anyone to give you validation like, Hey, you're doing a good job where you're doing a bad job, right? You just have to look at the data and you have to look at the growth. And so you know, for me, you know, you know, that that was good. And then the other thing, you know, that I enjoyed taking that role, and I've done it. A number of different companies is, is is that you get to get is you know, it's very important. Ultimately, you know, if you wanna being a role that's visible than being in growth market and gives you that visibility because ultimately you have a seat at the table with CEO with the executive team and with the board. Because because because the biggest challenge for any business, any startup, is they have a really high failure rate of like 95% will end up failing within the first, like five years. So the odds for success is so much smaller. So you know, once once once, once the company comes out with a product or service and have product market fit, which is, you know, that that the product has some value, that people are willing to spend time or money on it. Then the next thing they have to do is is is to figure out how quickly can they grow that that that that marketplace, how quickly can they acquire customers? How quickly can they grow revenue to justify the growth curve for for the business? And so you know, if you come into a company in your work in growth market. Then Then, you know, you get to really set and pretty much really close to the front seat of where the car where the car is being driven and where it's going to potentially go versus being a backseat passenger. So, you know, I mean, e mean that for me. That's, you know, the risk and reward has always been, uh, fascinating.

Yeah, So, you know, you know, the big Asai mentioned, you know, biggest responsibilities. You know, when when your head off growth is ultimately about driving growth in the business. And so the responsibility comes down to how you gonna acquire customers cost effectively. What is the you know where and generally you get, like, one of the biggest budgets in a business. So you manage all of the advertising budget, And the idea is where you're gonna invest that budget to get the best return on investment as well as the biggest impact to try and grow the business. And generally, you know, most companies have KP ice that that they're trying to optimize towards. But for the most part, it's it's a crime. New customers at a certain costs to acquire those customers and and trying to project out where the business is gonna be in the next year, the next three years in the next five years. So, you know, you know big, you know, Big part of my responsibility is managing the budget, helping to set strategy in terms of where the company should be thinking about growth areas. Not only now, but thinking, you know, 3 to 5 years. Time is well, which way should be sort of focusing. And And the third part is really influence in my, uh, you know, uh, my fellow people that I work with on the executive team, the board as well as middle management and people below because Because there's no point just coming up with a good strategy if nobody's gonna get behind it and follow through. So, you know, you know, big part of it is is is taking a leadership role and and being able to influence people. So, you know, I would say that that's really important, because you could have a great strategy. You know, You know, you could you could have the budget, but if you don't have people to really follow through and execute on it, then then you're not gonna be that successfulYeah, so for me, you know, you know, I've never had typical work hours where it's like 95 that that's not a typical day for me. You know, it's never been like that in startups. Ultimately, what? You know, if I was to count my hours, I would probably say that I'm probably working more like like, 60 hours plus a week. But the reality is, you know, I don't really look at it a zahau much time I put it in. Which is why I always tell people trying, you know, whatever career you go into, for the most part, make sure that you really love doing that job or are passionate about it. Because because what if you if you love doing what you do and you're passionate, then it's less about counting the hours. And it's more about making an impact right and and doing whatever it takes to make an impact. So, you know, for me, it's always been about making an impact. And as I mentioned to you earlier, you know, being in a role that I am, it's very easy to know if you're making an impact. So eso you kind of sort of feedback Loop is so much s so much shorter. Like, you know, You know where if we're day to day, you will know pretty quickly, You know, whatever campaigns you're running or whatever optimization is you're doing or whatever tests you're running, if it's if it's working or not working and and most and and and how much impact that's having on the business. So you know, for me, that's that really gets me excited and gives me a high.

Yes. So the biggest challenges in in in the job like mine, I would say, is primarily there is pressure. The pressure really comes from the fact that the company the CEO of the board, you know, everybody's kind of looking looking to you and your team to really come up with, you know, the ideas and the strategy to really be able to grow the business. And so, you know, for some people, that could be a lot of pressure for other people who could be really exciting. So it really depends on what kind of mindset you have. I would say, you know, they if you have a growth mindset, where where you focus more on on on, on, on on trying things and and and and trying to figure things out, then you know, you know, the challenge actually becomes exciting, you know, But But if you find that sort of thing stressful, then then then then then it might not be the right fit. Three other thing that you know, the other challenge in my job, for the most part is dealing with a lot of unknowns, because the reality is, you know, things change day to day, month to month, year, year to year example being covert 19. You know, most people don't know this thing was this thing is even gonna happen this year and how it really impacted different businesses and then needing to react to that, right? So and and so you know, in my role, you know, one of the things you have to be really good at is is making decisions even when you don't have all of the data or all of the insights. And so you know, a big part of that, You know, when covered 19 hit for us earlier this year, a lot of companies like we're one of the big gaming companies. Ah, lot of companies started pulling a lot of their budgets and cutting back on their marketing because I didn't really know what was going on. Uh, for us, we you know, we you know, we took the contrarian view where we started pouring more money into the marketplace because one of the things that that that we have developed is this a I machine that that really does a lot of analysis on what's going on in the marketplace to really tell us and and and make decisions on how we should be spending our money across these different channels like Snapchat, Ticktock, Facebook. And so, you know, one of the things that we look at is cost and and And as people were pulling out, Castro coming down, just like in the stock market, you know, the share prices, stock prices come down when people start selling and eso when everybody else is pulling out. We started pulling in, so we were able to get even more growth. And this has been like a huge year for us, primarily because we were able to acquire customers at a fraction of the cost. It would have cost us to get them, you know, doing that Q two period when a lot of people have pulled out, you know, and and and And in order to make that decision, you know, I have to pretty much make that decision in the matter of, like, 48 hours. Like what? We're going to do that or not. S o. You know, uh, you know, that's that's one example. You know, another example is you know, when you make these decisions, you know you have to try and influence the rest of the team pretty quickly and on and try to get everybody kind of aligned into Hey, this is gonna be, you know, this'll is gonna be our new strategy to grow. And, you know, for that I feel, you know, uh, you know, this is a good skill that you know, in terms of a challenge, but But I would say a skill a good skill for anyone in their career is is to be a good communicate. It doesn't matter which level you add, because ultimately you know a big part of your job no matter what you do, is influencing people them, or that you can influence others to try and, you know, take actions on on what kind of recommendations you're coming upward. The more of an impact you could have, not only on your career, but on your business. Because ultimately that's that's That's what helps to differentiate you for most people because most people don't like Thio Thio to put a hand up bond share an opinion and and and so the ones that do you know, a zoo long as you can. You know, a zoo long as you can back it up with some some good data and insights. For the most part, you know your opportunity. That's that's where you can really differentiate yourself, you know? And yeah, but But I would say, you know, the biggest challenge is really just being comfortable with the uncomfortable, as long as you know, in my role, I just have to be comfortable with with with making decisions based on just knowing, you know, 50 60% of the information and and and and and and and and still being comfortable, sort of moving forward and taking risks.