Well, I've had a very interesting career, and it started. I was a one of seven Children, everyone very competitive. So I grew up in a competitive environment my parents believed on in education. So we all see received the highest possible education throughout our childhood. And that put me in a very competitive group of students, always from kindergarten, right on through high school and college. Um, I always wanted to earn my own money, so I had a sort of an entrepreneurial spirit. As a child, a za Cub Scout. I sold peanut brittle. As a Boy Scout. I sold first eight kits, and, uh, ultimately, when I got to high school, I worked my years through high school, and I worked every summer through college, so I was always interested in experimenting, doing new things. I took a different job, a completely different job every summer, doing college just to try different experiences on while I was in college. Three university, Princeton University, um, has a group of businesses that students run and they give you an exclusive on the on the university campus. So you start as a freshman, you see a business you think you might be interested in. You start working in that in that business, and by the time you're junior senior, you're now running that business. So by the time I was a senior, I was running to large businesses on campus. One was a Christmas gift agency where we had 15 or 20 students with giant suitcases, taking gifts around, knocking on student stores and taking orders in late November and then delivering the goods to the students to take home for Christmas so that it helps them with their Christmas shopping. And the other one was a a high five agency. Back in the sixties and seventies, music was becoming very important. Um, and, uh, boom. We didn't have boomboxes in those days, but we had audio equipment, receivers, speakers, turntables. We were using 33 inch disks in those days, which maybe out of most people's minds. But the hi fi agency was a very big agency, and I ran that, too. Um, so then, uh, when I got out of college, I wasn't sure what I wanted to do. I had a liberal arts background. I was an English major in college, studying specialized in American literature, but the gentleman who I acquired all the hi fi equipment from came to me and said, You know, you could go toe Wall Street. You could do this. You could do that But you are in entrepreneur and why don't you become a partner of ours and look to Boston and open a hi fi store? It's booming in Boston, So I became partners with these men and went to Boston, opened a store in downtown Boston, opened a store in Harvard Square near the Harvard campus and ultimately grew that business and then brought them out and ultimately sold that business to a partner and started a much bigger business. So that's sort of how I got started in my professional life.

I am first and foremost responsible for the strategic plan of the business to establish the strategic plan to make that known to everyone so that there are understood goals. I am responsible for establishing what I call the why off the business. So it's very important when people show up at work that they have some mission in mind that there's a purpose for being there. And in the case that Massey Bio Services, we're part off the chain that delivers life saving drugs to human beings. We worked with all the top pharmaceutical companies throughout the world, and we provide five critical services to these farmer companies that keep their business moving forward, keep their manufacturing moving forward. And we also store in very cold temperatures. Uh, drugs. So what do you have? A huge bio storage facility and we have the largest minus 80 C freezer in the world here. So that's a lot of also what we do. So between the strategic plan creating the why and the last thing that I view is very important for the CEO is you are the culture is your responsibility. You are responsible for setting the tone and creating a culture that people like makes people happy, makes them enjoy work. So those I think of the three most important things for meweekly work hours. I work, I would say between 50 and 60 hours a week doing during the early days of Cove it it was probably exceeded 60. But I have to pare that back. You can't do that forever so but 50 plus hours a week, and I expect all of my director's toe work the same.

I think the biggest challenge is creating a culture which promotes listening, learning, collaboration, respect and accountability. And that's an ongoing challenge. It's like you you established values, corporate values that everyone is toe live by what? It's very hard to be that way. So our values include integrity, collaboration, innovation. Accountability is a big toe, the big one and respect and not everyone human being can with those five things every day. So it's reminding each other off our values, trying to live our values and, uh, trying to make it a place that people enjoy working. You're here for half your life, so keeping those things in mind, Um, when people don't follow those guidelines or those values, it creates human resource problems. Uh, it creates collaboration problems, and then you have to come up with approaches and different ways to deal with others. And so we work here very hard and collaboration that nasty. And, uh, when it breaks down, we have toe put people together and reestablished the boundaries and talk things through. Communication is critical