that's a good question. So, uh, you know, for all of us there there's a lot of experiences that shape who we are when we end up, of course. But, you know, for me, I guess my story starts back when, uh when I was a kid, I grew up in a family where I had a father that believed in hard work and and taught me the value of hard work. I had parents had also believed in education, and so that was very important. And so I always knew that that I was gonna pursue education. Um And then I would say that a couple other defining moments throughout my career were, You know, when I was in college, I started as a biology major and I kind of was haphazardly going through college, not quite sure what I wanted to do. And then I got introduced to business, and so I decided to apply for the business school. And then from there I went into accounting, and a lot of that seem very haphazard. But, um, once I got in accounting program, I had somewhat of a mentor at the university I attended, and I think that was, you know, something that helped shape where I wanted to go in my career. And that pushed me to public accounting, which I think is a fantastic education. Anybody that wants to go into business. And I recommend, you know, toe look, accounting is is a degree, um and then from public accounting, you know, I've used that base of my education, I think, throughout the rest of my career. But another turning point for me was I landed in a small tech company company called Ahmed Share that had gone public in 2006. Uh, this is when I was working in Salt Lake City and that company grew very quickly. You know, I did SEC reporting for the company and was involved in some of them and a transactions, but But that that I think that stint there where I saw the stock go from small to big. You know, I got stock options around $6 and sold a lot of those well over $30. And I remember thinking at the time, Hey, if you're on the equity side of the house, you know, versus just maybe an employee in the company and you have a lot more stock options were significantly more equity. Then you're gonna have the ability Thio generate a lot more wealth. And so, you know, I made a decision to that point in time. I wanted Thio have a larger equity stake and whatever I did. And so from there I ended up in at a small family office. And then from there, um, you know, I started my own firm, and, uh, and since that time have been, ah, lot more involved on again the decision making, but also the equity side of the house to benefit from what I do so

Yes. So let me take the last one first. That was probably easy. Easier than some of the others. But assed faras work hours, You know, I I work quite a bit. And I would say at this point I'm working, you know? Probably. Yeah, 10 to 16 hours a day. It would be typical typical work day and then quite a bit on weekends and in some cases. But I would say that even though I'm working quite a few hours, I do feel like I have some good balance in my life and I make time for exercise. I make time for family, make time for my my kids events. We go on family vacations. That kind of thing is so I think my focus has never been a much on the number of hours. You know, it's been on making sure you get the job done, but also that you could maintain maintain some sort of balance balance in your life and that that your only interest isn't just just your job or your employment, you know, as far as our responsibilities. Um, I'm the CEO of Oxide Corporation, where public Company focused on the Ed Tech industry, and, uh, and I would say the majority of my time is is dealt in management number one. So you know, I have several individuals report to me, and so I have with the phone calls of those individuals. We have leadership team meetings both, you know, for US group as well as for our group in the media. We have leadership meetings from on those we have, you know, syriza executive meetings. And so so I would say, Um, well, over half my time is probably involved in management as well as along with the management. There's some decision making that that's taking place. I would say about a quarter of my time is focused with the investor community. As a public company, we have shareholders that have invested in us, and and and there's communication that happens with those shareholders on. But also we have analysts that cover us. And so this communication with analysts to make sure that when they're putting out their reports, those were accurate. Um, and then also there's another side of that is a public company. There's a lot of public company reporting, you know, that I would fit into that category And then I'd say maybe the last quartile of Of of my of my time is focused. Maybe more on strategy and more on potential partnerships and more on mergers and acquisitions and things like that that would be more on the strategic side of the house.

Yes. So as's faras challenges and point pain points, you know that that Z those have changed substantially as we've evolved as a company. You know, early on we have a lot of we had a lot of regulatory pain points where where we were trying to go public, we had a lot of pain points around fundraising to to try to convince investors Thio put money in the box light. That was a pain point. We had substantial pain points around just generating or creating a business that had revenue growth. It was generating profits. Um, we've we've kind of outgrowing a lot of those where, you know, we're at a point now where this year we raise substantial amount of money in June and July for us small company, we raised about $46 million. And then in September, where is another $22 million and and then and then also just last month in September, we acquired a large, profitable business for about $95 million based in the UK, and so anyway post a lot of the fundraising and this recent substantial acquisition for our company, and we're not now in a path where we're adequately capitalized, were profitable, is a business. And so So a lot of those challenges are the case. I would say today going forward, you know, challenges arm or around, Um, making sure that our employees are motivated and, uh, and empowered, making sure that our key management team is managing the business by the correct data points. And, uh, and then we're making the right decisions for us to continue to grow and improve. Um, I think there's gonna be, um, going forward. Um, some challenges around, making sure that we have a path to drive shareholder value. We talk a lot about that. His company ultimately, you know, we're building a company Dr Value to shareholders. And so we gotta make sure we can articulate our vision and articulate, um um, where we're going to company to make sure that those those shareholders see that that growing value. So those were just a few things. Um, I mean, as far as examples that helping students learn better, I think, um, you know, e for your students. It depends. I think it depends on where you go. Depends on what you wanna be. It depends on you know where you wanna work. Um, I mean, there's there's a lot of deciding factors, but I think a couple things hold true, you know, regardless of where you go. And I would say, um, you have to learn to work with people, right? So So I think you know, you're gonna find you're gonna work with a lot of people with different backgrounds and maybe, um, um maybe even differing views on what's happening, and we were going and decisions that should be made, and and so you've got to make sure that you you're in a position to where you know how to work with work with people thio get things done to make decisions and get people on board. I think also, you know, another key. Um, you know, key point is that you've got to make sure you have integrity, that you do what you say you're gonna do you follow through, right? I think that that whole street, no matter what, But then also, I would add that you know, for you to be successful. I firmly believe that that we all are storytellers. You gotta be. You gotta you gotta be articulated story that doesn't matter. It doesn't matter what you're doing or you know what? Your you know, your plan is you gotta be able to know what you want to do and know where you're going to be. Articulate that and get people to buy in and follow you. So I'm just a few points. You know, I I know I'm rambling a little bit, but But I would just say, you know, regardless of what you do, those those would be some things that are important.