um, you know, it's It's a very broad question, right? So I I've been kind of in my working career for I guess, almost 25 to 30 years, Um, and I've been through ah, lot of different roles and functions. I started off my career, actually in accounting department. Um, and very early on in my career, I actually had the opportunity to work on, ah, budgeting and forecasting implementation. And I was pretty intrigued by the technology and what the technology could do for the organization that I was working for at the time. And I had actually asked my supervisor and my manager at the time if I could potentially move over to the I T department toe actually helped lead the implementation of this budgeting this forecasting product. And that's how I eventually moved from accounting and finance, which is where my studies have been, um, into technology on. But I moved over to an I T organization and, you know, from there it's just kind of this, um, Long, I guess, career movement from starting off to learn about how PCs are built and breaking them apart and building them and troubleshooting them and working with end users and getting into a little bit of how email works and telephony. And, um, I worked myself up to being a manager of a small group and then, you know, it continued from there. And eventually I became, I guess, maybe a director of a larger group of I T functions and services and started to deal a little bit more with Andi users and customers on Ben. I just kind of, you know, kept my head down. I worked hard. I was very inquisitive and wanted to learn more and interact with people and understand how maybe my function and our groups function could help organizations. And eventually that led to more senior level roles in I, T and um A CEO type position. And um, A Z, as we continue on our organization was then kind of merged into what was called a service provider a time. So I had much more customer facing roles. And, you know, from there, um, it was really just again. I go back to just kind of trying to do the right thing for the people that I work with, and I work for on DCA, elaborate with and and doing the right things for customers and partners that we had to work with. Um, and you know, I think people recognize me for maybe some of the hard work that I would do and three approach that I would take. And, um, I was fortunate enough to advance in terms of certain roles in my career. I guess that's what eventually led to more senior level roles in the organization that I work for.

You know, Look, I think the top three priorities and I don't want to say they change, you know, whether it's daily or weekly or quarterly or even annually. But I think the most important things are the interaction and the culture of our employees and our organization. I think that's probably first and foremost. Um, if you don't have a good culture, if you don't have unengaged employees base whatever you're trying to accomplish from a services standpoint, a product standpoint, growth, profitability, um, investors and other constituents that are interested in the company, that can't happen. So I think that's one is culture and the employee bases is one of the top three priorities. Um, the growth of the organization surely is another one. And then ultimately, I think the profitability, which is the health of the organization, so that if we're successful in all three of those things together, um, we can keep investing back in the organization. We can keep investing back in our employees. We can do things for customers that they potentially won't be able to do for themselves, and I think that allows us to be, um, somewhat special and unique in our industry and allows us to do things that other organizations camp. Um, so I think my responsibility, you know, obviously the work with a lot of other managers. And, you know, my peers in the organization, um, to make sure that we are building that right culture, we are hiring the right people. We're making sure that they're engaged and challenged and that they're growing in their careers and have opportunities. And then, you know, we are also watching the way that we build the organization from a cost standpoint, depending on the revenue growth that we have and making sure that we're a healthy, profitable organization that can continue to move forward. Um, work hours, I think for everybody you know nowadays and people working in the States, it's it's busy. Um, I think that there's ebbs and flows to, you know how busy and how concentrated the work effort will be. But, um, it doesn't feel, and I'm not saying that this is the right thing, but it doesn't feel like you're always able to disconnect, you know, regardless of time of day or day of week. Um, there's always, you know, something to potentially address or work on or think about. And you know, I don't I don't want our employees working 24 7 or even 10 by six. Um, but at least for me, I tend to always think about the business and some of the challenges that we have in the opportunities and trying to dress those as much as possible, you know, whatever day or time it may be.

you know, for us, we're we're in the technology business in terms of providing technology services and, to some extent, a small amount of products. Um, but I think in the end, we are a people business. Um, not only the individuals that are in our company that are working together Thio try and do the right thing and building organization and provide services back to our customers. But on the other side of that, we're interacting with our customers and and all of their personalities and characteristics and different industries and different drivers. And I think the biggest challenge in an organization like ours. And I think there's plenty of other organizations like us is that you're working with and and I dont You're using The word dealing with is probably not the right, you know, word. But there's a lot of different people, backgrounds, experiences, ages, um, personalities, characteristics that it you have to take into consideration. And that's not an easy thing when you have a large group of people that are trying to work together or you need to work together and that ultimately need to work with other organizations that you have no control over their culture and how they work and how they interact with people. And so I think, you know, trying to, you know, instill a level. And this goes back to the culture. But, ah, level of professionalism and work ethic and being empathetic to the fact that you've got a lot of people with a lot of different backgrounds is probably the largest challenge that we have in the organization in terms of having a common culture and a common goal with very differentiated again experiences and backgrounds. Um, so e think our major, our biggest challenges are people, Um, and making sure that we could get everybody to kind of, you know, in a quote unquote kind of row in the same direction, right? Um so e think that's one of the things that we focus on. We think about a lot. We are, We are people businesswe try and listen, I think that we try and listen. Um, we try and be sensitive to the needs of the organization that the time that people spend working. Um, hopefully the time that people, our sense of two trying to take off, um, the outside needs of the employees that are in our organization in terms of, you know, family, um, and their hobbies and things that they like to advance and learn about on the side, Um, the ability to think about their career advancement, um, they're worth in the organization These these air things that I think that while we don't overtly talk about them every day, I think that the group of leaders and managers that air in the organization um, I think that they all kind of think about those things. You know, it's just part of the threat of all the conversations that they have during the day and drink. And as they work with their employees and work with customers and, you know, try and, um, mentor and educate, you know, I'm not saying it's the right or the wrong way to do things, but how we think is the right in the wrong way to do things. So, um, you know, it's just just being sensitive to personnel and people issues and, uh, career needs and just outside personnel needs is important. I think for not only us is a management team, but I think, um, we hope the leaders in the organization as well, so