So what? First of all, I guess, um, consider myself very fortunate to have been born between the years of, say, 1970 1980 maybe 1965 and 1980. And that kind of road at that was kind of hard to mess up. So in other words, I consider a lot of my, uh, any success. I've had to be just fortunate to be in the right place the right time. It was kind of her to screw up in sideways on. We think about this a lot. Like what does it mean from a all right for people? Now, how is that gonna Burger? But I did my undergraduate work at the University of Utah, which is where this connection came in on Dwight to work almost immediately and was working in digital marketing back in 1996 which I'm guessing, or most of the people listening to this would have been alive. Eso event. And really, for quite some time I went to there to work for a company that was it was decent in size. It was doing about $500 million were in revenue on, was fortunate enough to do marketing for them, taking them from, uh, kind of the the old age of L H books into digital marketing on regroup About 500 million, 13 billion in seven years with fantastic. And then my career has kind of moved from there to working with companies where I went from there to a company that, uh, culpan structure, which a lot of people have used for canvas of the tool that they're using the manage their schoolwork. Uh, toe I peel that company from a marketing standpoint and then now get brought in a lot. I guess it did two things that get brought in a lot of as a part of the executive team to help take a company from. And he say exteriors be you're seeing around into other an acquisition and ideo eyes generally where it kind of find my sweet spot coming in on there and what I'm doing A to this point. And right now I stayed on executive team for company I called caress that does health care, education a swell a sit on the board of a digital marketing agency for Asia wire self storage company and the Asia Self Storage Association, and induce the mother more political charity work stuff. I said

I would say, but really, I think of my job in three areas. One is thinking about how do we separate ourselves from the establishments in the industry, what's our offense, what are we innovating on, how are we moving forward and what's our strategy, what are the differentiators between us and our competition so those are my core responsibilities and those I think are an umbrella for encompassing a whole bunch of other things. So things, like it looks the What, is my team? Uh, who are the people? My team. And what is that culture, which I think is really important? Uh, think culture Berries based on the organization who you're working with and talking and what players you have. No, I think of it as a Hattaway. Keep my team motivated. Going forward. I might email often oftentimes that my job is to sit in the executive team, help decide where we're going where what mountaintop. We're putting a flag on that out my team, understand? That's the direction we're going and then get out of the way. Ah, hire smart people that can go out and accomplish their specific tasks and then come in and provide the tools and resources they need to be successful. So I'm not, uh, is much telling them how to do their job, but rather this is what we're trying to accomplish, and how do we coordinate and work to accomplish it?

One is it's dynamic, which is also what makes it fun right in the changes every day. Um, as I said initially and what I talked about is I feel very fortunate to have kind of ridden a wave of the second Industrial Revolution. Looking at what's the third Industrial Revolution? How quickly is that going to come? Uh, the Internet changed everything, and I was fortunate to be in a position and had a little bit of wherewithal. But Morris Lee, it was luck to see that that was gonna happen and change. Uh, and now I have mental models of how the Steve work happy to work how I've been through a couple of different significant downturns now. Understand how those things work on the business. Um, though there are tools in my tool about the challenge for me now, though, is how do I There is the natural inclination to adhere to those and to use those mental models for whatever is coming up next, where I think younger people who don't have that and this makes me sound old. They already told you that was a trip working in 96. The other people have an advantage here. Where my challenge comes in is that I have set models or set ways of doing things that the new world and how AI and robotics and three-D printing are changing things in a very rapid way they don't adhere to the same mental models or the same business models. That and existed, or so I've got to adapt and change to those while it's still trying to draw on that experience, Um, the world, and things like right now. So most of my team's I've always been is that I work on a couple of boards for some companies that overseas so used to doing things remotely, most of my teams we had instituted a work from home one or two days a week, and then when Cove it came and we decided to close everything down, it wasn't a big transition for us. But it does mean a new set of management skills like how do you reach out to people, how do you keep people engaged, how do you keep them going. That's, um, now there's quite a bit of how to do we and it's more instead of ah example of some of these things that are happening now is we do a lot of, uh we try to promote things it from an interactive standpoint. Uh, So I'm doing an exercise with my team right now where we watched a Netflix series together it independently and we talk about What are the pros and cons of getting part of that? Is there come together? So everything on Netflix, every watching it, doing it, I've got something. He's got time right now to be doing it. How we're using mansion standpoint, uh, or let's go back and do a been doing. For example, a debate class together, uh, where we've been taking specific subjects and then using debate techniques to our people side supposed to try to keep us thinking about in multiple ways to solve the same problem. Eso management's varieties and techniques would be won a challenge that we're working on because I hope