so basically like every, uh you know, entrepreneur, it was a very rocky right. You know, my career. Like I've seen struggling entrepreneur for 25 plus years before hitting my last success on. And if I look back, you know what kind off leap and led to my successful basically the ultra ultra focus on where I want to do so You always believed in like, Greek pig and dream often and dreams do come true if you never give up So, for instance, for meaning You know, back when I graduated like are in fact, into the college in 1992 I knew that I wanted to do something on my own. What, exactly? I didn't know what problems I don't know, but that vision was clear to me. Onda Azul Years like in 1993 I started to work on one or the other idea on what happened was as I was working on the ideas, you know, I had one after another after another failure and each failure instead of, you know, kind of getting a taking it as a setback. I actually took it as a learning lesson and then moved on and eso basically several ways to, you know, become an entrepreneur on. And so the way I choose was that I wanted to do all the videos functionalities on my own. So, for instance, in software you do software development, customer service, product management series and everything else, and that became very useful for me, but not necessarily again. What I'm going to share this might put this my life experiences. There are different ways to research and path. And again, I had several attacks. I had joined startups. I made some very difficult decisions. For instance, I was fortunate to work in the labs along with some of the brightest guys like Ken Thompson. And, uh, those were like us National Medal off on the records or other a few nicks. But I still like left them to move to the area. And so the over the hard decisions. And then when I worked in a startup in 2000 early stage startup, which was, you know, a lot of funding and everything else, but it was not a financial success after six or seven years. But then again, I didn't get better. So again, long story short, you know if you're reading. And if your vision is here, you just march on there and you know the best step and, you know, get failures, but get up and get going again.

so I'm a founder and CEO of a stealth would start up on. This is my third start up on what excites me about this is as a startup CEO, the rule which is a lot, right. So, for instance, when you're saying work hours and sleeping and also it wearies so like they I slept at 6:30 a.m. in the morning and I got about eight o'clock. All right, so I hardly slept. So in some ways, you know, you get longer sleep. Some days you get less from the responsibility perspective. As a start up CEO, here are a few things you do. First thing is to you come up with a vision. What's the vision you need to do? You lay out the vision for the company, they lay out the strategy, and then the whole thing is the execution in execution, you have to make sure you're getting the right founding team, and then the fourth thing is the investment. You make sure that you have enough money toe, realize the product and then sell it, and then it gets into the next develop execution, which is building the product and then selling on and it's very hard to say depending upon which part of the sighting you are like we just started 2.5 months ago. So, you know, the initial focus has been on building the team strategy, funding and things like that. But, you know, as the time we go back, the responsibilities and things will change.so as a VP of strategies eso again as it is the responsibility when you are from a star toe, you know, multi billion dollar company. Of course it changes. The responsibilities at that level are quite big because you are making the strategic direction from where the companies need to go and there are areas where you need to invest and, you know, from the decisions perspective, you have to make a tough call. Like which customer segment. We have to go with customers segment you don't have to go like in a startup. You have a different challenge. You don't have any customer, so you are going to get a customer. And when you're Palacio VP of strategy not to leave the old company, you have, like, you know, hundreds and thousands off millions of customers. You have access to them and you have to be very selective, like which month people go after. And so those were the things and, you know, from, uh, yeah,

right. So basically from the challenges as a vice president of strategy is, you know, the technology, uh, evolves very quickly, so you have to ensure that, you know, you have toe take a step back, and there has to be balanced on the strategy and execution, right? So you cannot spend all the time building the strategy. And at the same time, you know, you cannot spend all the time during the execution. Both are important. And the approach which was effective in dealing those kind of challenges, is that you know, you have to against surround yourself with the right people. You have toe do a lot off learning. You have toe be abreast what's happening on the technology side, on the business side on Duh. So, yeah.