So for me, I like most people. I have kind of an interesting career path where, you know, in some ways I fell into the career path but also recognized, you know, certain opportunities are presented to me and kind of seize those moments. So essentially Ah, my career path was originally when I was in college. I was thinking I was gonna go into finance and so did, Ah, you know, when did my undergrad, one year University of Utah And then I went to ah, Fordham University. I actually put it all and so transferred to Fordham, played football there and got a business degree. But what I found is, you know, most my friends that were working in finance my personality just kind of did match with them. And so I I felt like I would want to go home or of the entrepreneurial route. And so I actually was a part of a start up called Blue Streak, which is a fitness company. And so we ended up going on and, uh and, you know, building into multiple locations and selling it back in 2017. And a few years prior to that, I had got involved in another. Another startup. That was data science slash engineering consulting firm called the NABE. And so I was working with the capacity of business development and just establishing relationships and helping with, you know, contracts and stuff like that. And, um so I really fell in love with the industry overall and just being able to go into board rooms and talking with executives and having them kind of way their toughest business problems at our feet. And we were able Teoh, show them, you know, using their own data and using, um, data in general that these answers and these problems can be solved. If you are able to mine the data, you're able to find the signals within it. We essentially I like to tell people we essentially like to find gold in your own data. A lot of times, a lot executives air like I just want outside data to Richet and way always say what first extract the gold in your own data before we try to look elsewhere. And so that's kind of that's how I got my start. And then from there, you know, there was actually an interesting experience where um, about six months into doing more of the business development side, um, we had, ah, technical project manager quit. And in the intro, my served as the project manager. And so I got really into the weeds and the nitty gritty of guiding directing, you know, using ah, using the ah, the scrum methodology ad. You know, running the by weekly sprints and using gear, a tow, organize the projects. And so I was able to really get the weeds and kind of understand more of what goes into it and working with our data scientists or developers. And so from there, um, as I did that for about a year, I decided I wanted to start my own consulting firm. And so me and a few business partners that I really trust, we, uh we went out and we started Beacon Data. And so we did that about It's been a little over two years now since we've had the company. And so, yeah, that's kind of you know what? Every career path I find when you talk to people are kind of like rocky ups and downs you have. It's on the way along the journey and I definitely fit that mold. Probably to the end degree. Like I've done a lot of different types of things. So, yeah, that's my journey so far.

you know, the first, A few weeks I was more helping out on the business development, right? And so he has an outside consultant. I think the challenge is you have to position yourself as an expert and do it in a way where you can gain report and trust of those you're working with really quickly. Because, you know, most of the time people in their own companies feel like they have the knowledge. They have the tools to solve their own problems and you're an outsider, and so you have to find ways to build that report really quickly. And that trust and one thing I think is a strength of mine. Um, I don't have many, but I do have a few. I would say one of my strength is authenticity and just, you know, being genuine ad being about the build rule riel kind of meaningful relationships quickly. And so that's, you know, building on common grounds, getting to know them personally, and then also just proving your word by showing them you have the technical ability and the know how to help them with their problems, and you kind of have a short runway before that trust runs out, and if you don't prove yourself in that time, you could lose him forever. And so I would just say that is the lesson that I learned is you have to really, ah, be authentic. But also, um, use that little, a little bit of rope they give you to prove yourself and show how you're gonna get them more value than they could get on their own. And so that's That's something that I would say is true of every consultant, whether it's in a technical space or, ah, a managerial space or strategy. Whatever you really do, have a very short term time to prove yourself. And, um, it it starts with building rapport and trust with the individuals.

just say, You know, I'm I work more on the business development in the business side. But wait, We use most of the tools in AWS. We also like a lot of the, um you know, Google Cloud Tools. And we also work with azure. Um, my data scientists, the tools they like to use the most are our ad python, um, are ones they use a lot. But I would say the biggest tool that all of our technical resource is use the most. And I think it's the common tool that everyone seemed to continue to use is a sequel. And so I think, sequel skills. It's extremely important. Um, there's other software tools that we use, like Ghira to manage projects and to manage sprints and those kind of things. But specifically were using cloud tools in AWS like red Shift. And um, you know, ah, and ah, all the different tools that they offer is well. And so we are ah, certified partner of AWS and all of our our technical staff. Um, you know, half certifications as well, but I would say still that our bread and butter is sequel. You know, R and python are the main ones that we use from a technical standpoint, so