eso for me. I think the big thing is, you know, my past started in New York City. I actually grew up around here where I currently live. I transitioned actually down to Houston to go Thio College at Rice University on That kind of was an interesting experience because very far away from what I'm used to, obviously is a New Yorker. Texas is a pretty different locale, but it was kind of interesting because it set me up for a few different scenarios that I probably wouldn't have that options that if I had stayed in the Northeast. So, you know, just to kind of give you a brief run through me. You know, I graduated in mechanical engineering degree. Um, use that to kind of become an oil and gas engineer in the midstream business. I was part of a rotational development program to start where I kind of went through three different jobs. Then I transitioned into capital project management and eventually, over into operations. Attack that point, I decided to leave the oil and gas industry, pursue an MBA and move more into data based financial information services from creditors monitor where it currently work But I think you know, the path actually is believed by kind of three main big factors that I kind of want to highlight. And I think the first one I hate to say is actually a lot of luck and a lot of circumstance and making use of the opportunities that are available to you. So, you know, I alluded to it, but going to school down in Houston was a really big difference for me because, you know, I graduated in 2009. Pretty much the heart of the great recession had a lot of friends that went to school from high school up in the Northeast area. And most of them ended up going directly into grad school or becoming warriors. Right. Um, I had the opportunity being in Houston toe actually enter oil and gas, which was just about to enter the expansion of the shale boom. So there's a really great opportunity for me just being in the right place at the right time. And I wouldn't have had that if I hadn't gone to school down in Texas. Let's be frank. Uh, so that was a big one. Another interesting one for me on my career. I started at In Oil and Gas and Enterprise Products, which is midstream firm. Um, generally the two competitors that they're compared to its Kenya Morgan and energy transfer, but very large MLP master limited partnership. And honestly, I ended up with them as another kind of lucky circumstance. Hurricane I grant through Houston at exactly the same time I was going through recruiting and I was pretty far along in the recruiting process for BP. But the, you know, the hurricane really upset that whole process. They couldn't give me a determination before my enterprise deal expired. So I took that job and that's another interesting one because that one got me out of the deepwater horizon. You know, Macondo blowout which happened, you know, two or three months, actually, right after I started. But beyond that to going to enterprise, it gave me an opportunity to be part of the inaugural class of that rotational development program. And it also got me in with a business that I think in general was, you know, a little bit more lean and open to giving, giving people of my age group in opportunity, right? Eso for me like the sheer fact that I got to manage $500 million capital projects is a 25 year old. It's just something that's not available at BP. So, you know, getting them that some of those circumstances wouldn't have happened unless I ended up in a place like enterprise. Um, actually, on to that point of managing projects, that's another, you know, kind of lucky circumstance. I came back from a trip, my 25th birthday trip to Peru on I hadn't had an opportunity to shave yet on. Obviously, this is me 25. So I looked like, you know, it was pretty much just graduated from college, and I end up in the elevator coming back with the senior vice president of capital projects, my boss's boss's boss, and he looks at me. He says, You know, with a beard, you actually look like someone might listen to you. So I got this project coming up, you know, maybe we'll try you out for it. I was just a rotational engineer and just transferred out of supporting projects on. He gave me an opportunity to take a job that was kind of sideways and really cut my teeth on it. It was my my first assignment, really. And as a capital project manager was a $550 million job. So, you know, stuff like that where you just don't get those opportunities without a whole lot of luck and circumstance, Um, the same thing with my transition into the service side on operations I left. Enterprise eventually went to a survey company that helps helps firms like Enterprise put in pipelines in the Houston Ship Channel area. And that was another one where, you know, I worked with the firm, and I just by chance made an impression on the president, by the way, I handled meetings, and that created a relationship where we became friendly and when he needed operational help use like and I really like the way that you think about projects. I'd like to apply that to this business. So I think it's a lot of, you know, making use of the options that are available to you. And many times those options have less to do with you and more to do with circumstance and walk. The second pillar I talked about actually is hard work and dedication thing focus for long term goals. I think in general, you know, a lot of people are much too focused on short term, and that ends sometimes hurting you in the long run. So for me, you know, hard work is the biggest determining factor. I think in success you need to have a certain level of intelligence in order to just qualify to be in the game, but the same time, the differential between being super successful and not I don't think it's the intelligence game. You could be a genius, and I know plenty of people who are genius level intellects that don't have the skills or the drive to really push forward and succeed. And it's a shame because you know, they honestly, it's a waste of potential to some degree. But you know, these air skill sets that you need to learn you to train on your own because they're not things that come with the technical degree. They're also not necessary things that automatically come with the humanities degree. You have to work at it, Um, so for me, in terms of hard work, like Listen, I did a dual degree program on was to Rice, um, you know, graduated with way too many hours while I was also happening and ultimate Frisbee team. So I was kinda working myself to the bone. Uh, another example of kind of the perseverance thing. Um, my second rotation. I had to go up to Indiana for 11 months and do a field rotation supporting operational groups. Never really been to the Midwest. Didn't know anybody. Not something you want to do. But you do these things the same way Consultants travel, you know, like, 65 hours a week. In order to make their job on DSO. I think you need to be willing to be able to put up with some of those short term inconveniences knowing in the background that buys you availability, you know that I should credit on the social credit on the back end. Um, you know, the other thing I would say I think is key is mentor ship, and that's hopefully something you can develop on your own or just get placed with people that are helpful. A lot of that is seeking out the right council s Oh, certainly being able to judge, you know, personality. I think it's a big one on that. In my case, you know, my first mentor was actually my first rotational manager within my department. I started in hydraulic analysis, essentially figuring out how the flow pipelines and connect basins. And Susie, who was my manager at the time, not only taught me a ton about fluid flow and all of the, you know, specs and standards that go into the industry. But she also gave me kind of a level of confidence that I knew what I was doing and that I was allowed to defend my numerical perspectives or my technical perspectives and meetings with higher, high, high up members of the management, you know, just is an anecdote. I remember once going into a management meeting with, uh, you know, senior vice president of asset Management. I'm a 22 year old kid fresh out of college, and I've done a model thio investigate whether a reservoir could be connected to ah, delivery point and I looked at it and honestly would have taken so much horsepower on the pumping that it really was an economically feasible. And I talked to Suzy before I went to the meeting. She's like If you believe this, you should state it now as a 22 year old in that level meeting, I would have never been somebody who voiced that because I would have passed into Susie and expected her to do it. She empowered me to say, Listen, this is your work. You should take credit for it presented. If you believe in it, you'll sell it better than I were. I think that's something everybody should take in tow into account when they're really thinking about You're the closest to the actual work when you're doing it, that means you're emotionally connected to it, which means you can sell it under narrative. And that's the way you connect with people. Um, second, really big mentor in my life, I guess from a business perspective, was Angie. Actually, she was my my my first boss within capital projects. Really? And, you know, again taught me Atanas faras the framework of how to manage how to think about schedules, how to think about financials, you know, within projects, all that stuff that I obviously didn't have that much experience with going in. But I think more than anything else, she gave me again a boost of confidence that Listen, I could do this job as a 25 year old walk in and manage a $550 million job because I had to smell best if I felt like something wasn't right or had some sort of a fishing this to it. Call it out. Trust your instincts. Worst case scenario, you have another conversation. All you do is, you know, pump the brakes a little bit, get everybody comfortable. And at the end of the day, that's worthwhile in terms of making the right decision at the time s so that was really big on anymore. I think the other thing I wanted to say on that is for my dad, too. Because actually, now my current Boston creditors monitor, I just have to say, because he's a big, big influence on me. Former hedge fund manager got me interested in financials on financial services and investing in general, and I think his influence has just been ubiquitous. But I think in general that's most people's parents. Um, so I got very lucky with that one, but those are my three big things. I think it's really luck in circumstances making invest ability and then also a lot of hard work and dedication and hopefully surrounding yourself with the right support structure.

Yeah. So let's see responsibilities. I mean, it goes all over the place. Um, thank you. I have been responsible for essentially all operational decisions at the business. So that comes down Thio, you know, supporting our revenue teams when they're thinking about either new contracts, new price points along with the marketing teams, kind of doing all those models. It also means 15 and out in connection with the department way actually create thes products that we're selling that they could support them on sit interactions with customer service to ensure that we can actually support the contracts we sell were subscription business. I work a lot with the finance team to make sure that our budgeting looks right and that we're actually generating enough cash flow to sustain our business. Um, you know, even looks like going to the Q a department of making sure that the process is that they're doing in terms of quality assurance of data is working. So I think in general a lot of it is kind of running. Coin is the center point for a lot of different departments that all kind of need to work together in order to really get the outcome. We want subscriber. I think that's the really big thing to take away from this within the subscription businesses and certainly, you know, X as a service style businesses. The transition is less about the products Q. And anything else that needs to be focused on the actual individual subscriber. And so that's kind of where I come in and try and make sure that everybody is focused around that circle. Here's the subscriber. Here's all of our business units. They all need to work together to make that guy's experience impeccable, and that's really my day to day more than anything else.e I could tell you I'm working. I think it's clocked in ours is closer to probably 60 62 a week or so. But I'm gonna be frank with you guys. And I think all of all the students kind of know that once you get into C suite level jobs, it's not really about the hours you're working because you're always thinking about it. It needs to be at the top of mind, and it needs to be something that you're making interconnections with at all times. So I may not be clocked in. But I'm always thinking about credit risk Monitor on DSO I think in general, you know, it's amazing how many times you'll be like, you know, out walking in Central Park and see something in a tree and that jog some sort of ah connection for you. So I think for me, I don't necessarily think about it in terms of direct hours. I would say I'm thinking about credit risk monitor at least probably close to 100 hours a week if you really were getting down to it. But yeah, it's hard. You're gonna work more than you think. If you really find something you love, and that's the real key. I think more than anything else, you find something that you get excited about and you're willing to throw yourself out. It's the same reason why hard work and perseverance is so easy in some cases, because when you get really interested in it, that just flows naturally.

Yes. So I would say, at least from my experience, and certainly from looking at other businesses within certainly business school in case study, the number one thing I see is a problem with most businesses comes down to communication. Communication among departments and among personnel is always where things break down. And most businesses, I think, have fallen into the trap of almost the you know, the e r P style styling, where you keep all the different departments a little bit on their own, you know, on their own path. And that inherently somewhat complicates the communications. And so you end up with decision making on projects that's occurring in one silo without talking to another style that's affected by it. And evidently that always leads to problems and miscommunications and eventually reworks. So definitely, communications is the number one thing. I think we probably over communicate and probably have too many meetings for some degree because of that, Um, it's something that I have struggled with because, you know, from the productivity standpoint and efficiency standpoint, lots of information that says having too many meetings is really counterproductive, right? But to the same degree, you can't get the right ideation and you can't get the right communication unless you are a little bit more forward with them. There's a lot of tools out there that are helping with that. You know, things like Zoom things like slack. You know, there's a lot more teams, things that allow you to do collaboration in some degree. But there's nothing that really works better than just flat out talking to something. Uh huh. So I think that's really key. Ast faras other, you know, pain point, certainly making decisions with uncertainty. That's a really big one. I think all business managers you're gonna have to deal with you're never going toe have all of the data required to make the right answer. Right? So you're always gonna be enveloping, trying to figure out what is the realm of possibilities. And am I comfortable? Then if I make this decision, the realm of possibilities is stable enough. I'm okay. Ending up where I think I'm gonna end up getting that rational expectation. Um, e I think you know some examples for that. For instance, Like if I'm buying a new data set, the hope is that I can sell that across to my subscriber base or integrated into our service. We provide credit reporting for trade, credit and supply chain financial risk decisions. So, like, you know, let's say I wanna impact, uh, something like a corruption index which might be over somebody within supply chain. I have to look at what the cost of that data is, what the cost of development for making that data and actually implementing it. And then look at the economic model will say, Okay, what could I sell it for? And there's a lot of uncertainty that goes into those sorts of things. Um, you know, scarce resource usage. That's another really big one. Um, you know, most businesses, they're a little bit confined, right. You can't just spend money, you have to be decisive. You have to prioritize. And that gets back into it again, making decisions and uncertainty because it's hard to sometimes know what's really going to turn the tide tonight. And I think in my case, like one of the things that I look after that, you know, what about spending dollars on new hires, right? I could expand my sales team, but again, I'm taking on people that are gonna have a time to ramp up to. Actually, creating revenue is gonna take the time to become profitable. How long can I let that last these air, All sorts of questions that go out there and try model on its best you can. Hopefully, you're right, you know, 51% of the time or better. You know, that's I hate to say it, but a lot of times that's the case, and you're tryingto get feedback from what you're doing to make sure that the process is at least modulating as you go. Um, so I think those were kind of my my biggest three. They're kind of ubiquitous, but they apply to a lot of different stuff.