great question. Um, so, uh, literally, how I got where I am today is, um, in Florida. Uh, I'm I'm ah, quarantining for cove id. Like like everybody else. But I worked for ah, company called Carta A C a R T A. Uh, Carta is a company that really handles equity management, and it's a little bit complicated. What did you But essentially, they've really automated a lot of what used to be heavily manual processes in the way equity for private companies get issued. Managed, uh, how you exercise options on and trade your stock. So, um, so they are a what, uh, what is known as a sting tech company? And my my background is really on the financial service society. So, uh, So I've been in this company now for about a month and, uh, have a have a long history to get there. So, um, so I went to law school. I knew I wanted to be a lawyer from a very young age, although have no idea why I thought I wanted to be a lawyer. Uh, it certainly had no idea what lawyers did, but decided, uh, very early Teoh go to law school and and even all through college, I'm like, Am I still doing that? Like, why am I doing that? I'm not really sure that's what I wanted to you. And if so, I should be doing, um, but really didn't have a better idea candidly. And And so I went to law school. Um, an in law schools where I really sort of found my stride in terms of what interested me and, uh, and I any a I loved it and be a public. I really wanted to be a litigator s. So I started looking at, uh, litigation opportunities, and everyone told me the same thing Which waas uh, if you actually like litigation, dont goto a big law firm because while they specialize in litigation, they don't actually litigate anything, right? They do a ton of motion practice that, uh, you read a lot of documents and and summarize alive information and write a lot of memos on research. A lot of laws, but you don't actually get in front of a jury or ever argue a case extremely rare because it's so expensive in the private sector to litigate anything. Um, so instead what I decided to dio on sexual advice is I went Tiu the Manhattan D A s office, district attorney's office, and I started off as a prosecutor. And so I spent the 1st 7 years of my career as a prosecutor. Um, I I learned pretty much everything you need to be successful in your career in those seven years. Um, a Just how to think on your feet. Uh, you know, you're handling just a massive number of cases going in front of a judge. You have. You don't even know what case you're. Therefore, um, you have to kind of wing it, uh, you're preparing on your way into the courtroom? Um, super, super busy, uh, high energy home, but really taught you how Teoh have Teoh get to the heart of things. How do I How do I answer something to a judge or explain them into a jury in a really, um, concise and clear way eso helps in messaging and presenting. Now, when I present to the board or my present regulators, I'm ableto channel all of all of what I learned during that time, Uh, it forces you to be organized force. You think that had a multi task over time. I started managing people. So So I picked up a lot of skills around that, Um and then at some point, when you can no longer pay your bills because working for the City of New York doesn't pay much, Uh, you know that I started thinking about my next steps, and and I won't bore you with every every place that works. But I went to law firm for a short period of time, didn't really love it, um, and then got the opportunity to go work for the New York Stock Exchange. And and that's where are my passion for financial services? Really jelled with my background on litigation. And so I was doing at the New York Stock Exchange. Was was working as a regulators of the market, Um, so overseeing all of the member of firms that traded on the New York Stock Exchange like Goldman Sachs and Morgan Stanley. And yes, um, and I did that for 11 years. I moved up, I think, four or five times during that time. So it started off as the maturity in the enforcement division ended up being sort of the deputy of the enforcement division at the time that I left, uh, started off Justus as what they call a line attorney. Left, uh, after having supervised a team of about 45 people. Um and then from there, uh, went Teoh went Teoh a broker dealer, pretty exciting broker dealer that had been started relatively recently and was run by the former governor of New Jersey. Joncour Zain sounded super exciting and interesting. And six weeks after I got there, we went back up to a very long story. Have that happened? Toe? I promise. It wasn't my fault, but But, uh um, we went bankrupt in a in a blaze of glory because in doing so, we, um, basically misplaced a $1,000,000,000 customer funds. So So, literally almost five minutes after I moved in the regulator, I became a regular 80 and in in a very profound, invasive and aggressive way because obviously, right, we saw the regular is what, extremely concerned about losing customer money. And so, um, so I spent six months helping to clean that up. Uh, and then from there went Teoh ups, which is a smarter, more reputable, uh, 100 year old fake felt very stable. Um, had a number of different roles there. Uh, the last one heading a regulatory compliance for the Americas again had a pretty large team of 40 or 50 people. And that role was all about talking to regulators. Explained to regulators things that you guess was doing responding to regulators, questions, overseeing changes or enhancements up on you to make in response to regulators, requests or demands who you're asking, Um and, uh, and all of that really positioned me for the role. But I know how Cardoso card. I am the chief legal and compliance officer, Uh, so I I am fully responsible for all of the legal compliance operations of the company. Um, you are regulated, uh, into be, uh I should have been a number of regulated entities by both SMC and FINRA, which is the, um, regulatory arm of the Pope. Regular industry. Um, and I have a team of about 20 and we're building, uh, building some really interesting, exciting things in private securities markets, which which are right now almost non existent. And we're basically creating a market for private health security. So stupor exciting. Uh, really interesting to go from, like a big behemoth bank. Swiss bank, you know, which is very conservative and process focused. Teoh, What is essentially a startup? Eso without a startup? Um, really different and really, you know, really exciting. So, um so that's kind of my story in a job.

there's no I think it's It's always wise. Teoh thought about face time. I've never been a fan of that like, yeah, I thought about I stay in my office just as long as my boss does, and then I leave whether that the fight oclock 10 a pocket night. Um, it's about it's about really engaging on what you're doing and and leading it right digging into what is it that I'm doing? Why, why am I joining it? Um, how does it impact the organization I work for and and then trying to be really diligent about doing it in a way that that is has no quality to it that adds real value for the company. Um, and that, I think is is it's not about how many hours work. It's about how you work. Um, but the reality isn't frequently to do that Well, especially as you get to more senior levels where a good part of your day is consumed by comedians. Um, if you you don't want to dig into something, read something, edit something in, um, create something. Ah, lot of times you find that you have to either do that, you know, early in the morning or late like because it's hard to find my cup a black of time to really think, um, during during the course of a work day. Um, so So I would say, now I'm working. Uh, one thing I love about car does that they're soaking value. These company and I live in New York right now. I'm in Florida, but the ratings coast. So eso the good news is my day starts Little league. Um, a lot of times, I don't really get on my first call or maybe until 10 in the morning. Um, and I recently uh, frequently in my mind there, calls and meetings are just working till 78 Sometimes my my pocket night. Um, and I probably spend 34 hours on Kenge trying to catch up on some reading and answering some emails, stuff like that. Uh, what we're putting together, you'll find you put a lot of, uh, PowerPoint decks together, right? There's just a ton of in order. Teoh share information with others in meeting is that you're always using presentation tools. And so, uh, it's find a lot of them on the weekends putting presentations together for you needs that are coming up that week. Um, when were not coded, I travel quite a bit. I'm out in California, like, one or two weeks a month. Uh, you know, needed offices and a number of locations. We have a big location and Salt Lake City. So usually I fly through Salt Lake either on my way out. Justin Francisco on my way back. Um, we have offices in New Jersey Uh, Canada. So so you a fair amount of travel. I try not to do more than two weeks a month, but sometimes it's It's action working that, um and, uh, working from home. So right now, of course, everybody's working from home. So it's a slightly different dynamic today, but our company is very flexible. Uh, we we've got very little impact as a result of having whole company working toe were still functioning almost exactly as we were. Everything we do is in the cloud. So really stupor. Easy, Teoh share and work with each other from anywhere. Um, having said that we're not a company who has chosen Teoh allow people toe work from home instead of coming to the office that people can work from home, you know, because they have a doctor's appointment or their kids is play or their kids say for, uh, no, no problem with flexibility of working home when you need Teoh. But as a general matter, we we really love the chemical create through together. Uh, it's a different kind of collaboration. It's a different dynamic that need much prefer. So even though we have a number of different offices, uh, we're not one of the companies that has announced After coded, you'll be able to continue working from home and, in fact, just the opposite. You said we won't go back to the office until it's safe to do so. But when it is safe, we expect everyone to come back. So that's kind of a cost, uh, so responsibilities and decisions. So, as I said, I oversee the legal and compliance functions. Um, on the legal side, what that means is I'm a riel adviser to the company into the CEO of the company. Uh, so helping strategically about, um uh for example, acquisitions. Right. So we're thinking about buying a company like I'll get right into that very early to advise both on just do. I think it's a good idea and do some some research in due diligence about a company. But also how will that company shit with ours, from both of compliance and culture perspective as well as a business perspective. So really a key adviser. I sit on the executive team, Um, I meet regularly with members of our board. Uh, and so in addition to that, I'm overseeing a single function, which includes the team of lawyers reviewing contracts, right, Every every customer that we have Camacho our platform science contract with their frequently heavily negotiated um, every time we engage with the vendor that we need to help us do a particular service or build a particular product, Uh, that's that started with a contract. So a lot of contract work, his board governance and equities issuance of when you pay people with stock. There's a tremendous amount of board documentation as well as securities, SEC filings and things like that that you have to do. Uh, so so all of you oversee all that any employment litigation, regulatory engagement? That's pretty much the legal side that on the compliance side, it's really all about building a program of controls. So how do we know that we're doing? We're supposed to dio work financial services company so we actually interact with people of money with people stock. So we have to be super careful that having controls in place that really away was to know something's going wrong. Uh, shut something down. Uh uh. Alert us all text controls that So? So the compliance team's very focused on how do you build those six controls and embed them in the products that urge or our customers? Um, it's also about having policies and procedures, knowing what laws and rules apply to our company and making sure we have a process to make sure you follow those laws. Uh um, And then it's It's a lot of regulatory engagement answering regular these questions and, uh, and making sure that we're we're living up to the expectations of our regulators. Um, leisure. The primary responsibilities

a company. If you're on the people side, our compliance side is that you cost the company money. Don't make the company. Um And so, uh, you have to be very mindful of that, right? Both in terms of how you have a structure, your team, so that you streamline costs and operate as effectively as possible. Um, but also in the context of, you know, the role is to be a control function, right? The role is is to help the company getting into trouble. Um uh, but as you can imagine, especially especially in companies that are just trying to build, but they don't really want to be stopped or slowed down by technical required straight. So So a lot of it really is winning hearts and minds, right? Setting up a culture where everybody in the company understands why these things matter and that they care about them as much as you do so that it's not constantly compliance. Said no, right. It's much more collaborative and a partnership where, uh, you know, the business will bring issues and ideas to us and say, Hey, can I do this? And my answer will May 9.9% of the time be. Yes, you can. I gotta figure out how the right. So So I I think one of the biggest challenges is not being a blocker, not not being somebody who doesn't allow the business to progress and develop the way it wants to figuring that. Okay, so, you know, assuming that they're not coming to say, how do I steal money from my customers, Right? Like instead, what they're asking you is how did I do something that maybe hasn't been done before, but it is ethical, right? Is above board. There's no reason she wouldn't be able to do it because, um, because it's a bad thing. But there may be iwas that forced you doing that certain way. So just a really simple example. If you want to sell securities, you have to register. You can, You know, you can't say where you can't practice law without a license. You can't sell securities paralyzes. So knowing what those requirements are and helping our business navigate those requirements so that they can continue to build up there trying. Um, but that is, I think, challenging because it's much easier, frankly to say now, can't you go. And, you know, I don't know how regulated would feel about it. I know what is not clear and figuring out, like, how do we get comfortable that we can do this and still do it in the way that people in a way that you know, that kind of none beyond criticism, you know, where you think it's defensible? Uh, loser. I think some of the biggest challenges I've been and then answering to the board, right, the board board is always very concerned on, you know, how is the company doing to its bottom line perspective? Because they invested their money. That's basically supporting the company. Um, so, uh, you know, at the same time, they're looking to me to say, you know, are you watching? Do you know what they're doing? Are you comfortable with where things are like, really ableto answer those questions and feel confident that I have my arms around him? Play on company eyes is super important, and there's a lot of, um, reliance on me by the board to make sure that we're doing things the right way