so I would say this. Um, it's a It's accumulation of a lot of different experiences. I was forced. So much of this is luck. And early on in my career, I was fortunate. Unfortunate enough to join a start up at kind of an early to mid stage. And what that did is it gave me exposure to all aspects of a business business, technical sales, marketing. And so I was ableto learn over a period of seven or eight years, skills and all of those distinct areas, and it really sort of empowered me Thio and gave me the inspiration Thio Branch out on my own. And that's when I decided to make a A full transition into entrepreneurship and became a founder for the first time. I would say that one other thing that I was very fortunate tohave throughout that journey, and something that I think is very important for anybody looking to expand upon their career is I had a great mentor who I still have, who sort of always had the model of the type of person that I wanted to be and was able to sort of coach me throughout that process. Um you know, this is my second start up. Now, um, in the inspiration for any start up, at least for me always comes from identifying a problem that I associate with so something that is broken either in my work process or my experience or something that I observed in the industry and then maniacally trying to find and determine if I have a better solution for it. And I think that once you find a problem that you can very meaningful Lee connect with it draws a lot of interprets. Very easy to get inspired to go and solve it. Yeah.

eso The elevator pitch of our startup is that, um, you know, with modern employees using Maura Cloud applications than they ever have, data and knowledge has become severely siloed across multiple applications. Think about all the applications you use on a daily basis. Email, chat, document management, HR legal system. There's not a lot of knowledge trapped inside of all of these different data silos. So what we do is we enable you to keep information where it lives. We simply act as a bridge to build it all together and essentially alleviate your teams from having to spend a significant amount of time trying to search for, organized and collaborate on information. On average, in the US, modern workers spend about eight hours a week trying to find and recreate information. We can take that time per employee from eight hours to just minutes. Today it's it's very interesting. There are so many different ways that customers have attempted to solve this problem. But the truth is, you know, we're working in MAWR applications on a daily basis, so the problem hasn't really gone away. There's a couple of different ways that people think about this. The problem now, Number one is just a next n shin of bad habits that exist in the workplace. We know, for example, that certain customers use slag as a way to find information. So rather than logging into Google drive and finding your document, people will resort to asking individuals, Channel say, where's the stock? Where is that, Doc, How do you do this? How do you do that? Um, other solutions that were very frequently in quite counter is, um oh, you know, we're gonna build a wiki, and this wiki is going to be the central point of knowledge for the entire company. The challenge with that model has always been well, but these are very hard to maintain. So when we enter in and we talk to a customer and say, You know what, we actually work in the applications you're already using. There's no maintenance and we can get your team's productive, and in a matter of minutes, that works very well.

just a few weeks of starting this project after I had assembled my small team was that, you know, a part for me. Everybody still had a full time job, and so it was a weekend project, and what I would do is I would rent conference rooms throughout the city. Um, bring everybody together first. We all met each other. Uh, then we just got up on the white board and we started drawing we architected. We started planning for what we were building Onda. We all went back home and we checked in once every couple days, and we just started building building. So what we were doing by building was we were actually de risking the technology. So what we were saying to ourselves is what we think we wanna build isn't even technically feasible. So we're going through this process of validation and technical validation. Once we got to a certain point where we started to understand that Oh, yeah, Actually, this is possible, and I think we can scale it. Then I immediately started going out to try and find investors and fundraise and customers and do all of that. So you know, how did things change over. Um, you know, the first few months. Eventually, when we landed, we actually used in accelerator. When we when we landed in the accelerator, everybody kind of joined full time. Um, we all sort of had forgotten our salaries at that point. Um, and we were just in the accelerator for the next several months, and then, you know, we were able to actually secure first round of financing about three months into the program.