I think for myself, how did I get to where I am today as a director, there has been a series of decisions and seeing opportunities and trying to seize those opportunities in the right timing, but also preparing, obviously working hard, gaining an education, asking for feedback as you go along and improving. I actually never intended to get into management consulting. Coming out of undergrad school, I thought I was going to go into real estate development that was a field that really interested me and I was kind of going that direction but had an opportunity, It was a classmate actually from undergrad who got into consulting and he emailed me and said, Hey, I really enjoy this field and you would be a good fit for it, you got to look into it so I did, and I plan to just stay for a few years, but ended up staying for I guess it's been about 14 years now in consulting. I think that it was a combination of education, identifying opportunities, building on those opportunities, and networking as well.

So as a Director, you wear a number of hats, you're responsible for both teams below you as well as building growing business, you have sales metrics there's also client management, practice development. So hiring individuals, coaching them, building them, monitoring and managing multiple project teams at multiple clients as well as thought leadership so you need to be an expert or specialist in some discipline and be building your brand and sharing ideas out to the market around that now that expertise as well. I would say hours wise, it's a pretty hour heavy industry. I probably average about 65 per week and how much I spend in the office that varies as well depends on the time of year, depends on the client and project load but I would say on average, I'm probably on the road 65%. The typical consulting schedule is Monday to Thursday on the road with clients. There are some exceptions, depending on which geography, which marquetry and what special you have but when I'm home by sometimes the company's office sometimes I just work from home and where I work varies pretty significantly mostly the larger cities, the coasts a lot of time in California, New York and then internationally a couple of projects per year.

We do use a number of different all of those frameworks, models. I would say it's in terms of technology, we as a firm were on the Google platform, so we use a lot of those collaborative tools like Google Drive, Google sheet, Gmail etcetera to collaborate in our work. In terms of frameworks, a number of frameworks are out there, depending on the type we engage with, everything from fit for growth, which is really kind of our proprietary approach to optimizing an organization in terms of efficiency, reducing costs and help them to drive efficiency in the organization. We also use Pace, which is a sort of stage gates and organizational methodology for project or program intake and kind of management through the life cycle of it. We have a score methodology for a supply chain, which is really well known. So those are some of the frameworks and some of the technologies. As an organization, PwC is a massive organization, we have 250,000 people worldwide doing virtually everything. We cross the line of service, insurance, tax, and consulting within the consulting alone, you'll have a very wide variety of types of projects, and services that you offer so, therefore, the technologies around those that we are dealing with our clients is significantly big.