thank you for the opportunity to share this important question. Sometimes I have tow say, uh, in one word, serendipity and also continuously being open to randomness. Uh, that's how I would begin to tell my story. And it was, you know, simplest way. I was always exploring for anything that can appear a so random opportunity. So that started with me. Coming to study in the U. S. Was actually a result off a bike ride. I gave to one off the friend who was going to a bank to get a demand draft for writing his Guilmette exam. So that's how I was even introduced to the whole concept of studying in the U. S. I had no idea that he can write exams and study in the US So my journey I would just kind of put a kind of a string of surrender police and being open to randomness.

the three priorities, I would always say, is going to be always. It starts with people. Um, the position is not about titled not about any kind of impact around revenue results. It is always the work is going to either. The people that I work with are the work that is going to be resulting in touching the student's life and the parents so that it's the way I just kind off. I have to say any work that we take on every single day, we have to ask ourselves, Are we being relevant? Are we being useful? And we continue to make sure the work that we're doing is going to build on other people's efforts. Plus also leaves behind a legacy, as for us, also gives the path for the future leaders who will be kind of building on top off it. So, in one sense, like there is no short term thinking, has to be there and always know there's a multipronged impact could be coming out of every decision we make. There is unknown and known impacts that we have to be anticipating. So overall I would say it is always people centric and the work has to be continued to be 11 today and tomorrow. Uh, it doesn't include my, uh, staying wake up at night thinking about work now, I would just say, overall, it's in in a Unfortunately, sometimes this could be 24 7 jobs because based on the kind of you know, especially in the pandemic, it will really change the dynamics of how any job could be not just my job. But overall, I would just say it will be normally between 8 to 6, so that's just the normal thing. But there's no weekends and other things because a lot of people will be available in different places. Also specifically, Northeastern have multiple campuses, even Ah, in UK. So I have to be more flexible with different time zones also. So it could be some days it could go all the way up to nine o'clock or 10 o'clock

If you really think about, there's I call it like there's a multi dimensionality off every word that, specifically an old management also will be the multi dimensionality. So you were managing. I call it like 4 a.m. that kind off all this. It's like as exam puzzle that you have to continue to solve. There's mission always. It starts with that off. Why we do what we do. And then there is merit. Merit is basically about the type of work and outcome, and then margin. You all voice have to make sure that what we do is sustainable and being relevant to the market. So four MLS the part that I would just say is going to be very important in terms of like how we continue to calibrate against it because all 4 may not change at the same time, but it has to be revisited and evaluated against against those four different elements. Uh huh. Always, I would say, like these things are dynamic factors. There's nothing started about it because mission may not change, but market will change the margin need to change and the merit of what we're looking to achieve. Change So the idea is we have to consistently open and way have to manage it toe. So that means like there's another, um, is attached to all of these things. So that means you have to have one more M In order to manage, which is called Measure, you have to continuously measure to manage. And that's how I would just say you have to be doing this.