I am, um, an engineer in computer sciences are hit by training. Initial training. I did mine. Gen ring in India and, uh, um, most part of the generation. You know, pre 2000 generation where if you had anything to do with computers, you would get shipped. Tow us from India. So I came in, did initially, Why took a related projects got involved in, ah, MRP packages from there went on to work on air P on the wholesale and retail industry, Um, on the supplies inside, mostly and ah ah. Then realized that I enjoyed the business side more than just the technology, and I was always keen on that. So I ended up going to business school in back climate and you first turn while I was working at Ferragamo and, um, post my graduation. From there, I jumped full time on the business side on supply chain strategy. Did a few projects there. I got involved in, uh, the OMNICHANNEL Initiative that not strong launch. It was one of the first early adopters off bringing boat online and brick and mortar stores together on and that's was my first exposure toe. Uh, get what would later. Later become system analysis or analytics or big data because we were commenting lots and lots of their doctor to analysis for the management. And while I was that not from got approach by, um, another gentleman was a graduate from University of Chicago and ex consultant was starting out the company in analytics. Avia, um, was very similar to what I was doing, but I always felt that somebody would pursue the idea would do much, much better, so didn't take much convincing. That was my first quarter into doing a startup, UH, which was a company called Mu Sigma had a great run. Their, you know, spent 10 years building the company from scratch. I was one the 1st 50 people to join and grew the company to about 2500 people. Ah, eso post that left to join Microsoft running an analytics and Insights team for Microsoft's our services business on did that for about two years, went back into doing my own, start up on the healthcare venal and let Excite this time didn't have that much off a luck. In two years, I realized the health care industry is quite a tough one. to crack and requires much longer am time and, ah, so came back to cooperate again. Joined Amazon in ah, different baby altogether. So this time doing more off the channel sales, working on the partner side off Amazon. So that's cut off. My, uh, I think a story in a nutshell. In terms off incidents and experiences that shaped my career, I think there were certain pivots, You know, that defined it. Um, I very much I think, my first choice. When I was taking my, um, doing the campus interviews, I had a job offer to join us a software engineer early on. But my first job I took was more on the business development or marketing aside on. I did that for first year and 1/2 2 years off my career. I thought that helped me a lot build confident confidence, developed my presentation skills. We've made the ability to put myself out there because I was quite an introvert. Azan engineer, Um, second favorite point that I could think off was going toe, you know, making the decision to go to business school, right? Suppose doing that education going to an value was a phenomenal experience. It just opened up my mind a lot of possibilities. I think it gave me a lot of confidence. And especially also working with the professor's, working with other peers from different industries, different backgrounds. It just opened up the open of my mind a lot, right and made me believe that anything's possible. And the third, uh, wait, I felt was, you know, taking the risk, leaving a cushy job, but not strong to do. Ah, start up right, drab. You know, there was a lot of one's identity around that time. This was 19,008 time when Boyd was crashing around us. So, um, that I think I was the third point where I jumped into a completely new area very different from the supply chain or retail industry that I was used to and jumping into this area called analytics, which help me shape as wellcurrently, I'm part of a partner strategic initiatives team at, um, eight of us just a outside off Amazon. And primarily, uh, you know, our team sits between the different services that Amazon Web services has to offer. It appears has to offer different services being more on the analytic side or Emily aside, or just compute side storage site eso we work. And with those, um, those Those services teams are stakeholders, and we work with them and leverage the partner network on the other side of partners Could be G s eyes like Accenture, Infosys. Um um, uh, pro are, you know, the highest squeeze our technology partners like that blow greater breaks quicksight. Uh, well excited our service anyways, so, you know, we work, we sit in between them and help the adoption and acceleration off the services, you know? So it's on one hand, we're helping the services get more direction with the partners. On the other hand, we're getting the partners become much more successful in terms off benefitting the end customers off off AWS and the partners itself And the worker. Yeah, I think your question on the workers. Well, it's, um and in the current ah working environment, I would say it's mostly it's thinking job. So there no fixed workers there fixed meeting ours per se, typically meetings to get scheduled between nine and four. Um and um, unless there's something because of the global rules, are less than the meeting with Isha. Are you know, in that case there might be a meeting early in the morning or late in the evening as well? But otherwise there's a lot of flexibility. You know, there's nobody who's holding a gun to your account that you have to be here from 9 to 5. So the workers are very, very flexible. It's your more measured based on the goals that you're given, and ah, you know how you're performing. Based on those calls

well, current rollers more around business development for me. So not, I would say I'm not directly using the tools or software programs. But having said that, it is expected because AWS and Amazon is a very, um, deep dive organization. That's one of the leadership. And suppose so you have to be very familiar with, um, you know what you're talking about. So we, ah, you know, do end up leveraging the AWS services a lot. So since I'm mostly on the analytic side, you know, I'm expected to have familiarity with our debt, every house in Red Shift or R B I tools like quicksight pride of that. You know that Microsoft, where I was running an analytics and insights team again, the expectation was that you're familiar with the Microsoft SAT tools and technologies? Um, per se. But mostly since these air, I would say more for in a business development role, you end up using Microsoft Office a lot. Um, you are expected to do a lot of critical thinking. We do right lot off documents. I'm sure you might be aware off the Amazon culture. It's, you know, the inside of the slides. The we operate in terms of writing documents. So it's one pagers or six pictures, so we to end up writing a lot of documents to a lot of number crunching. So it is expected that you know your sequel toe, pull the data from other databases yourself and do, ah, the number crunching. Either I mostly use excel or, if I have to create dashboard, end up creating that in quicksight, which is our tableau.

in terms off challenges. Rohit, I would say this is very much in, um, influential because you're working with the partner network. That's you know, they that and they're not necessarily exclusively tied to AWS, right? So there's our father count service providers that they work with. Ah, And essentially, we partner with them and we have toe make sure that they understand the value proposition that we bring to the table and why, you know, our services are how they're differentiated from other services that out there so very much using more off influence rather than control and hitting the targets. Um uh, that are given to you, That's I would say is one good challenge on the 2nd 1 is the rule tends to be quite abstract. All right, So, um, at this level, nobody's coming here and telling you these other things are these are the steps that you have to take toe get to point B. Right? So you're just told you have to get there, and you have to figure out and be innovative. You have toe. Ah, you know, essentially, as you're going along the way, create those mechanisms, uh, that there gonna be repeatable enough and will help you Ah, scale in your day to their job. And also leader drill for others to follow ous Well, right, So it's Ah, I think those are the couple off things on top of my head that I can think off e.