This is a long story, so I'll try to make it very simple. And you stopped me when you want to hear a little bit more. So, first of all, I was encouraged by my father, who was an engineer, to really spend more time thinking about science than liberal arts. The reason for that Waas that I grew up in Poland, which waas at that time a communist country. And that's a girl. He knew that I will have less opportunities if I was in liberal art than if I waas in science. Because in science it's more data driven. It's more fart based, and therefore he encouraged me to consider it. It happens that I loved it, and I graduated from a very specialized high school in Poland with a degree in mathematics programming. And then I started college in Poland, continuing along those lines. But then I emigrated and I came to the U. S. And here I continued my education, and when I came here I was accepted by New York University, and I chose school of business because at that time I realized my interests are in a plight. Data Analytics. Anything to do with informed decision making. So I received my masters. I was encouraged to go for a PhD with a great adviser, which also helped me understand the value off operations research. And I graduated WAAS advice to stay in academia. But again, through to my passion, I decided to go to the industry while I was there. My vision waas for key, thinking about how I can add value to the organization. So even in the very beginning, I'll give you one example. I joined as an individual performance as a scoring analyst in the credit card business, and I quickly realized that I was doing risk management for credit card. On the risk side, my counterparts were doing analytics for marketing On the marketing side. One was to eliminate people based on risk. They were tryingto find many people to send the invitation stuff, and we were doing it separately. And then somebody had to combine it to decide how we want to move forward. I saw an opportunity rather than doing analytic separately to do it jointly. I came to the business hat, shared my feeling and he said, Great, why don't you do it? And I was very happy to take on this challenge, and I created in your group. So throughout my career, I have always been thinking How can I bring more value from data and analytics and coming up with the ideas really got me toe experience? A variety of businesses. I was a J. P. Morgan for 13 years. I started in credit cards. I moved to retail. I did small business and commercial banking. And then I was back on the retail and commercial banking side. And for all of that, my choice is around. The next step up or what I wanted to do was really by me, thinking what I can do more to help the organization Now all of that aligned very well with my interest. And so I was, Well, you can say lucky, but as they say, you make your own luck. You spend your time dedicate your time in the areas which you believe are important. Now the good thing is, when I started, even though I had a PhD, there were many things that were not possible in terms off really application. They were theoretical things that worked on paper, but business was not ready. Computing power was not there, Not enough data, no systems, no people, no language. And so the interesting part is that I didn't expect that after when I joined the field was called analytics. Then it became advanced analysis. Then it became data science, and now it's artificial intelligence. That's the cutting edge. So I was worth progressing. My career, the evolution and state off maturity off the industry also progressed. And so I now myself find and I crossed over from the industry toe consulting because I wanted to help more clients, more cat across industries. I enjoyed transformational programs, helping clients get better, smarter and get more value from data and analytics. That's where my Naturists, and so I crossed over to consulting toe, have a breath of experiences. And now, with the advent of a I, I am so happy to see that what I studied 25 or so years ago can be put into practice. And so that is my quick walk through my journey. But I would say finding those places where I could add value beyond what the job description, Waas or what was there call for action was really instrumental in my advancement and career progression

Well, it has changed, right because of covered and in consulting. We did spend a little bit of time in the office, but mostly prior to covet visiting with science. Personal relationships are important and face to face meetings are important. And I have a portfolio of clients portfolio off projects that I have been working on and so visiting with clients tracking progress on how everything is going on was very important. Uh, and spending time at home and in the office was very minimal. Now, thanks, changed. We all work, at least for now, primarily from home, which is where I'm joining you today. This is not my office. This is my home office, and I am not traveling right. I have not visited with a client since early March. And so, yes, I'm mostly exclusively working from home. The good thing is, we found a way, worked very productively with clients. Just before this call. I finished over. What was it? Close to two hours call with my clients. We went through the whole agenda off things. We talked about everything that needs to be done in the next week. We talked about what we can do better and what we excel. Tid. And so we were able to cover it. And it's funny thing, because in the beginning of covered face to face in a virtual way, meaning with video was like almost a mask. Have everybody needed to be on video? These days? I am very readily on video. People are oversaturated with looking at each other through the screens. And if you have a good relationship, you don't need to do that. Yes, from time to time we do it, but it's no longer so. That call I just referenced was all on the phone. There was, yes, I was presenting some documents, but purely as a desktop for documents, not by looking at each other faces and maybe even being distracted by kind of this clothes off face to face contact. I discovered in discovered times that if you really engage in a conversation on the farm, you really go deep into yourself and you are more thoughtful and a little bit more cognizant off what you need to communicate because you're not seeing the person. You're not reacting toe the facial expressions. You're not reacting toe the bad language, so you need to be cognizant off how you work carries for that, and I found it a little bit more productive, even the phone conversation than having like especially meeting with many people on the video. It's like distracting too sweet, too many people. So these are some like lessons learned and what I learned about myself during the cover times. But in terms of the overall time that I spent on different things well, at this point in my career, I managed teams. I am more on on the other side, off the projects. I'm responsible for the delivery of the projects, and I am as needing Toby in touch with clients as I need to be in touch with the teams. So throughout the week we have scheduled meetings where we talk about the progress of the work. We talked about barriers, so we talk about issues. We idea how to address them, and the key is toe. Keep empowering your team's toe, do more and more rather than you trying to do it yourself. There's no way, especially in this remote environment, to try to be hands on on everything, so you need to build the trust. You have to have a strong team around you and you have to rely on them

well, there's a lot of challenges in the job that I am in. First of all, we have people involved clients or my own teams and organizations. We have technology challenges. We know a lot about these technologies, but we know a lot about the risks. So we have toe find a way to address the risks and make the technology work. There is a lot of process challenges, especially in transformation work. Clients want to do good things, but they are not organizationally ready to do them. How do you help on organization toe? Move to a new way off performing and you have to support it with change management. And then there are issues around specifics within a I like data issues without data, there is no AI. Yet if you think about traditional approaches to data, they're not working for a I. So you can talk about issues across all of the different key pillars off what makes a I really value proposition, and I would say the best way of think about it in terms off judging or making a decision to include a I in the portfolio off work is to think about it first of all up alignment with the business strategy, and some things can go right or wrong in this field. You have to address it. Second thing, you have to figure out about the operational model of how you will make it work and help the clients figure this one out. The third one is really thinking about government's very important aspect for a I. You have to think about talent management and that it's equally important for the client as it is about internal clients. And you have to really strategize around making it all. What, So the challenges every day span all of these dimensions, or if there is a big fire somewhere, we might be concentrating on one aspect or the other. But the idea is to keep track of all of them because the unified, integrated orchestration off all of these assets deferments a success off the project