no. So let me talk about my dream when I was, like, 14 15 year old. So when I was 14 15 year old, I vividly remember that my ideals used to be like Bill Gates and Albert Einstein, and I just wanted to be a techno carrot. I used to I got, uh, read about the autobiographies and all of that. So I was quite inspired. So I thought, let me make some goals. So I made a goal to get into computer science into engineering, and, uh, I actually didn't get it because of whatever school I got, But I kept Ah, uh, I was persistent, So I self started like, C c plus plus and all of that. And then I did I need a certification it one certification in the couple of science space and I got a job over there, and then I applied a strategy. So the job come for the computer science industry where you are in. It's a job where you need to continuously learn continuously, take challenges. So what I did is in my work, apart from my work, I used to participate in Hecate owns and Business plan competition at So try. I've actually won like three Hecate owns that. So that's how I used to learn. Like if there is a new thing, I need to learn what is related to my job. I would learn that through those kind of explosion. And I believe that, you know, you should stay in a job to do that job is ah is going the right challenge. So even though if you see in my career, like I have some friends, missed alien a job for, like, 15 years in a one company. But I have switched my jobs like six times, so I every two or three years, if I see any stagnant in my current job, I will look for it and I would go for a new job and, uh, like as you grow in your career, one thing is that crisis is indispensable. In 2008 when the market was crashed Ah, there was a situation that my company had a downsized by like 30 40% and I had to literally do a 3% job, and that is a poopy auto moment. I send my career because I straight I learned so many skills I became Jack off or traits, but it was essential. And, uh, then I became a leader after that because once I got exposure working on multiple applications and market for technology, Andi delivered. So I was promoted as, ah, leader, manager. And then after that, my growth continued. In the end. Off in between, I also like a some sort of family. When I don't know about how the business operates. I did my MBA and ah, most Manby. I've I'm focusing on a strategy right now. So my role is ah, is as a delivery delivery leader. I work for Oracle and ah, I worked with our customers and I deliver Oracle. It seems solutions for them. So they're all delivery kind of a rule that I buy my MBIA knowledge. I'm applying there and I sort of be I became in that hole

are my role. Typically, it involves a lot of decision making, and this isn't making is around the scoop off the project about architecture that we need to follow. So far, Coleccion Cloud is a cloud based product for it, and then it integrates a lot of cloud other cloud products. So and the unpromising products of the putting the whole architecture about it. Then there's another thing comes and goes like leading the team. So I have people across the globe, so I need to mentor them. I need to grow them and to groom them. So that's one of my role. And I spent a lot of time on the communication. The executive communication, because like this in the rapid pace, may be like using a john approach we are building when we're building a solution. There's a lot of communication happens at the executive level, so that's Ah, that's something that is my role I do. Before Corbett. I used to travel, so I have traveled on 30 states in the United States so far because in different different projects different different locations Detroit, New Jersey, New York, Santa Los Angeles and juvie to name Field. So every Saigo customer side and like work with the customer directly writes a lot of travel and typically my day goes is like I my first after off the days to really goes into the meetings, I would have meeting for the architects I would ever get into the project managers. I will have a meeting with my ex project sponsors in the first half of the late cause. Lot of winter regions and second half off my tables are I spend that time like a few hours on the research part I spent going on now researching about whatever the solution minute to put in. Ah, what other features and product is providing. It's a trend in I spent a few hours in the communications. I have to send emails to a bunch of people. I need to ah, like food does on follow ups and my cross functional teams. All that thing I spent a couple of hours under that and the industry is now changing. We use a lot of things like slack and such kind of do also want in some communication has become a more informal back also helps

Oh, like my job, right? I have to manage up and manage down and manage my periods. All the three sites so mad minimum managing up means. And when I'm dealing with senior leaders executed is sitios and CEOs and CHR rose. I am defining strategies and visions with them mass defining the strategy can vision. I need to be futuristic. I need to see what is what we're gonna deliver five years down the line, 10 years down the line, two years down. Let those kind off road map I need to put in. But then I When I'm managing down medicine man of managing my team, I need to talk. I give them small bites that they can chew, like what is of Jewish Klay basically plan one month plan one of the day to day issues they're dealing with. So I need to manage the strategy, and but I need to understand our way executive strategy. So I need to have a balance. And in both the Sipes, uh, and, uh like that That's the main thing about my role back on. And so that's a challenge that you need to manage. Yeah,