That's kind of a big question. When I started, when I was in school, I wanted to work on Wall Street, family was kind of the furthest thing from my mind. I wanted to make a lot of money. Then I ended up doing an internship during my final semester, my second to last final semester of school for a group called Wayne Brown Institute. They were a nonprofit that helped companies seeking to raise capital tell their story, and I didn't know very much about angel investing or venture capital, up until this point, it was all very new, and over, about nine months, my whole outlook on a career change, where I wanted to work with, the earliest stage of companies because I felt very strongly that small companies create value. Big companies, companies on Wall Street make acquisitions. They buy talent, they buy small companies that are growing at a rapid pace, 10X year over year, and kind of gobble that up, but they don't create any value. It's all financial engineering, and I felt like for my career I wanted to do something that was more meaningful. And so after I graduated, they ended up hiring me. They hired me between another agency and split my time. I worked for a state agency that was set out to fund research at the University of Utah and Utah State University in areas where Utah had a core competency. And so we funded tech, medical imaging, nanotechnology, advanced medical imaging, things like that. And my role was to help set up the financial networks, so as we develop technology and it came out of the universities. It could be funded and create jobs here rather than going to the west coast or the East Coast. So as part of that, I helped convert the Olympus Angels into the Salt Lake Angels, which were one of the more active angel investors in the Utah area, and I also held the Park City Angels get on their feet. They had formed before I got there that I spent about a year putting processes into place so they could screen roughly 100 companies a year in person and a multiple of that. However, they got applications through, and I think they're the most second, they were the second most active angel on the group in the United States, at one point, from there I left, I decided to sort of marketing company. For whatever reason, I decided that I didn't want investors in my company because I saw how investors could be good and bad. I ended up starting a company. Another company with a client called Mommi. After that, they, I had an epiphany when my wife was pregnant with our second child that she couldn't eat traditional protein. It all made her sick. And no one is selling Protein to women at the time, which is no longer true. And so we created a line for pregnant women. We ran that company for about three years. I've since moved to the board and in the interim, the Wayne Brown Institute, where I did my internship, asked me if I would come back. I had to run operations on an interim basis, and so that was a few years ago, and I'm still here.

Yes, another good question. And so overall, what we do is we help entrepreneurs tell their story, and so there's a lot of things that go into that. One of my priorities is to find the best companies, and so I'm always meeting with investors, meeting with entrepreneurs, trying to find what new deals are coming out. We tend to get a lot in the way of referrals. People usually don't find us otherwise, prior to Co-Vid we would go to a lot of events, network, and talk about what it is we do. But I'd say finding companies is one of the priorities. The second priority is kind of managing that workflow. I don't, I do very little in the way of direct mentoring, and we touch anywhere from 80 to 120 companies throughout the year. And so I organize our mentors, we have a network of 500 plus mentors that work with our companies. Some of those were service providers, some were investors. Some are interested parties that have an interest in deal-making, and so I help coordinate those resources to line them up with our mentors. In the last part of it, we offer a big educational program where we do 10 to 15 educational webinars throughout the year. We cover things like education with term sheets, term sheets, valuations, everything to do with deal-making. We also do a bit with diversity, understanding how diversity can positively impact companies growing their revenues, and ultimately returns for investors. And so probably a 4th one, you asked for three, but we have a very active intern program, and we use our interns to help administer all three of those, and so it's kind of a four-part priority.

So probably the biggest challenge that I have in my role is time, right? Sometimes I wish that there were, extra eight hours in a day, maybe an extra day in the week. And so time management is a huge deal trying to get everything I need to done on. So I think one of the ways that I try to overcome that, and I think most people have a challenge with offloading work. And so sometimes I think, and this is something that throughout your career, you're always going to have to work on is learning to trust your teammates, to pass certain things off and that they'll be able to do those things and building in accountability. So if things that you hand off, don't get done, there's a feedback loop, and so it just doesn't drop. There's a way that you can pick it back up, but I think, especially if you have an interest in moving ahead in your career in advancing beyond the first line to the second line to the third line, understanding that effective delegation was probably the most critical thing.