eso. I actually went into college thinking I was going to be a physical therapist. And it was my sophomore year in organic chemistry that I realized that maybe that wasn't gonna be the best fit for me. Um and so I actually took a year off a school because I had never really considered any other career path. Um, and so I took that year to kind of like, find myself. It was my sabbatical year. Um, and I actually had a job at the mall, expressed in the In the Mall where I was a visual manager, and that's where I came into contact with what market research is because there were lots of rules about where you have to put certain clothes on the floor and what needs to be hanging versus on the table. And those are cool made. All these rules were like, Oh, it's Mark Research And I was like, That's pretty cool that there's like a behavioral study of how users and consumers interact that informs business decisions. And so I had a straight back to school on, got a Degree in business and psychology double major, which led to my first job which was in market research, and I loved it, was really enjoying it on. And it was through a role when I was at the American Medical Association that I became aware of digital Analytics, and I made the switch from Mercury Search a digital analytics within the M A. And then I really loved optimization in particular, like a B testing experimentation, part of that role, and I've been in that function ever since.

So, um, organizationally, I work at an agency. So I'm supporting large clients right now. A lot of financial services and health care clients because of my past experience in building out and experimentation program. Um and that's a lot of math, and it's a lot of stats for sure, But the huge part of my rule is with change management and understanding how to get the right buying in from the right people to have this as an established practice within an organisation. Um, and so I would say, like on an average week, I do work about 50 hours, I would say, on average, and 50 to 60% of that is probably spent on my work with clients. And before Covad hit, I actually traveled every single week in 2020 s o. I go on site a lot with my clients to do workshops to do training sessions. There's a lot that's really, really beneficial to be in person, so it's been quite a learning curve to take that digitally since coated. Um, I would say about 15% spent on internal initiatives, so I'm the optimization capability lead within my agency and basically what that means is I'm in charge of thinking about what the capability is that we deliver to clients like, what are the different hard skills that we need to build up? What are the resource is meaning to deliver that, And then how do we package and market that to potential clients? Eso is a 15% on that 10% or so on business development. So talking to new clients and new opportunities to see if they would want to hire us to help them with their optimization work. Um, I'm also pretty active within the Digital Analytics Association. So I would say I have 5 to 10% of my week dedicated to the community and my role on the board of directors, um, and then 5 to 10% on my own personal education. So reading Blog's or listening to podcasts attending trainings and webinars just to make sure that I'm always learning

say the first thing that comes to mind is an organization's resistance to change. So there, before we come in as the optimization or experimentation team or before those rules air hired within an organisation. Decisions were made without that, right? So I have to make sure that their space and we're like, shoehorning this practice in or a lot of times there's process or resource constraints. Um, so an example would be, Ah Schemo does a website redesign and they launch it and it's beautiful and the board of directors loves it. But what if it tanks your analytics? And so you come to the table with data that says like, Hey, there's this part of the site is broken or we've actually noticed a major decrease in some of our major critical KP eyes. And you come to the people did in this idea for an experiment. And if you were in the new home page and that one wins better, well, you have to have a really humble CMO to say you're right like my my baby was ugly. Let's go with this new page, right? So it's a lot of like convincing people that, like lean into the data. Come to the table with a lot of humility because you never know what you don't know about how your users interact with your digital properties. Um, and then another challenge related to that is the process Beast in the resource is. So your organization has enough developers and designers and Q analysts to handle the road map in front of them, right, like everyone plans their year with enough resources to get done what they set out to do. But when experimentation comes in and says like, Hey, I know you're working on this one page for this new product landing page, but I'm actually gonna need you to create two of them cause I want to test those side by side. Well, you might not have all the resource is ready for that. So you're either enough to put things off or understand ways that you can create some efficiencies so that it doesn't seem like you're postponing work whenever so there's a lot in building out like a really seamless process. And I would say that those are probably the two biggest challenges I face and nearly with at every one of my clients