That's a great question. I don't know if it was a set of linear activities, right, That lets you get from point A to point Z. I think it waas ah, set off interesting incidents on a set up. Interesting. Maybe insights that helped me get to where I am today. So, um, maybe the three things that jump out for me, Um, you know, one is, uh, current. I've always been very, um, you know, I grew up in India being, you know, I was, you know, very focused. My, my my parents kind of invite me in me a lot of fluff for education. My mother is the math school, you know, high school teacher, And my father was a PhD from my 80. So he was developing all the guidance systems for missiles in Indiana. And so I had a lot of love for learning growing up, and, you know, I went to college. I mean, I went to school in Dehradun in Saint Joseph's Academy, all the 12 years, and, you know, I was lucky to be able to go toe felony for my undergrad. And, uh, I think we learn best when we are an environment where we have other smart people. Right. So when I was in pill, any I realized, you know, you sort of get this what you call us, uh, in post for complex. When I was going in there, I was thinking, Oh, my God, those guys are bright and I probably like an important and somehow got in. And then you go there, you realize everybody's like you. You know, you work hard, you play hard and you learn from each other, right? And so, um so, for example, when I went to planning, I never thought I would come to us. I had no such even, like, you know, you can't imagine what you don't know. So I had no such even aspirations. And in fact, when I was graduating, you know, my I done well in my class, and my adviser asked me Lonnie what he want to do. And I said, Oh, I was just going to get a great job, and he looked at me and said, But you have great grades, and I didn't know what he meant by that. I thought Okay. Yes, I have. Great. Great. So what is the point and he said. You can dream bigger and you should apply. So sometimes you know you yourself don't know what it's possible and you need sometimes ability to listen to others. Right? If you work hard, you're inquisitive. You can get anywhere. And so a lot of times people know what they want. I honestly had no clue what I wanted on DSO. I just said, I'll try for everything. So based on what he said, I said, I can try to apply for us. I obviously want to apply for a good job. And then I saw a bunch of people also preparing for A and B, and I thought, This sounds like a good idea to Maybe I'll apply for this as well. And luckily, our luckily I got all of them right. I got the best job I wanted. I got admission into FMS in India and Cat, and then I got, you know, luckily, a number of scholarships. The U. S. And so I think my second lesson to share with students would be It's good to create options. You don't know always the perfect information, and if you create options, you have the ability to choose as you get more more information. What option makes sense on DSO in my case, wants those options played out. I realized that maybe going to the U. S. Since I was getting a full scholarship made the most sense. But if I had only done that and I didn't get this scholarship, then I would waste up right. And so it's good to create options and be flexible. Uh, the third thing I would say is, you know, both the caution and an interesting thing is it's good to take risks. And I'll tell you, I'll I've taken a lot of risk in my career and they have somehow walked out. So, you know, none of us like to fail, right? So what I try to do currently is I always try to put myself in difficult situations, knowing that that's how I learned and somehow come out of it, right? So when I went to document, I got a fellowship to document. When I went there, you know, I realized that I was going to technology, but I had no idea of what business. So when it was time to interview, I was interviewing when there was a uh, economy was very weak in 93 but luckily I didn't know that. So sometimes it's good to also not know everything, because then you're not tone down by the Oh my God, what will happen? And so, as usual, I'll try for everything. And I did. I tried, even though I was in technology, I tried for management consulting, and I tried for the most technical thing, which I got an offer from Microsoft. And I tried for this thing called the G Information Management Leadership program, and some people when we start ups, a good. So I tried for that. And then the started called MicroStrategy and I had five off or somehow and that Z Sometimes people say focus is good. I actually believe it's good to explore different things. And I ended up taking management consulting, which was a very nontraditional career path right after an M s. And uh, my adviser asked me, Why are you doing that? It's not even the highest paying job, and I said because I don't know it. And that might seem like a silly strategy, you know? Why are you doing something you don't know versus you know taking this technology jobs that you do know. But in my mind, I had so much, you know, I had, even though I was new in this country, I had no money. But I had the ability to take risk, and I could see that learning what you don't know. It's probably better than just doing what you do know, right? Go on a path less traveled. And so I think that would be the last thing. I would say that by taking a set of things where you are constantly trying to learn by learning how to analyze problems, break a bigger problem, the smaller problem but becoming effective communicator. Sometimes those skills, arm or important, then very specific functional skills because then at least you can communicate in a way that makes sense, you know? So I would say, you know, I'm now a city of a global company. Never thought my actually, my biggest ambition even much later in my life was to become a VP in a big company. And so somehow I was never very ambitious, But I was inquisitive, and I have didn't mind taking risks. I think sometimes those qualities the ability to create options. The ability to create risks, the ability to experiment and the ability to learn sometimes helps us a lot.

sure, you know. So I think when you are an officer of a public company, it's a position off big responsibility on I think that's seriously right. So, um, as the global CTO and the SPP for all products and platform, I'm responsible for all of the technology decisions that happened in terms of which products to create, what their architectures should be, what the releases are to be. So I have both product management and engineering, and then I have to partner very closely with our sales teams are services teams, uh, and other ecosystem technology partners and our customers. And so when you talk about priorities, um, you know, in a public company, right, you you have a lot of fiscal responsibility, right? Do you have responsibility to your people, your responsibility of your shareholders and you're responsible to do customers? Right. So you are essentially have three stakeholders that you have the balance and C Can I create a win win? Can I create scenarios where my people can win where my customers can win and also my investors can win and that, if you can do, can make this priorities synergistic, can make this practice feed each other. If you just overdid only on one, then you may set yourself up for failure. I'll give you example. If I'd like, say, take a focus on emerging technology like a I right. If I use a in my product, that's good for the employees. Because you know we have in my team, I have almost 2000 engineers. It's very good for them because they get to learn some very cutting edge things. It's good for my customers because they're able to solve things in a very innovative way. It creates good experience for them, and it's good for the investors because we're able to differentiate in charge of premium right? And so I look for those win wins. When we think about priorities to say, Okay, how can this innovative technology is, whether it's a I or a hybrid multi cloud? Or let's say the visual security can create an uneven playing field and can create that win win or my team for my customers and for my investors. And I think this way, if you're able to think in that construct, I think you know what can become a lot of fun and everybody enjoys what they do. Um, we, you know, don't the weekly ours, uh, you know, it varies. I believe I don't believe you know, I I was expecting India also for five years when I was with the school and set up globalization central leadership there. And I think people really confused between our spend and productivity. I try to tell my team in the weekend I don't want anybody to do any work I don't want. I don't send any emails to people. I want people to be well rested. So I think if you put it even 45 48 hours, you could be very productive and be very good at what you do. But you have to be very focused, right? Focused on a few things and do them well. And what you focus on, finish it end to end. Think about this implication and u N instead of having lots of small things which don't move the needle

I think our biggest challenge, I think in the world of technology is actually talented. Right? And I say this, uh, you know, people will say, Oh, my God, there's so many people looking for a job challenge with a challenge for challenge is a challenge. Because, you know, I think at the end of the day, it's all about people. If you get the people equation right, everything else falls in place, right? And so the question becomes, if people are the most important thing, right, that's for the intellectual capitalized. How do you recruit the best people? How do you retain them? How do you develop them? Right, And and you know how I like to think about it? Uh, Coruna's um I like to think how Just like I like to be treated well, I like successful. So does everybody else, isn't it? We all want successful. We all want to be treated with respect. We all want to feel like they're part of a mission on that we have. You know, we're enjoying what we're doing, and not just it's another job or just to pick, right? Uh, if a job can be something that actually what awaits us, then It's a wonderful feeling. And so right in the first challenge for any leader is do both attract amazing talent and then to given extraordinary opportunity for the team and creating a diverse, inclusive environment that helps that came in this country. Nous learning more that helps the team thrive. That creates an environment where they can learn from each other where they can experiment. They can even fail and not have fear because fear destroyed everything right. Fear creates sigh cost of the politics and everything right? And so creating that environment is the biggest challenge on the biggest opportunity. So, for example, we run something where, you know, in India we run the biggest technical contest called Block Humanae, right where we have almost I think almost 500 college sort of get 500 entries from different teams. We take them through almost a 68 month process. At the end of that, we assigned almost 70 mentors and, you know, we end up taking a lot off students who end up winning as interns and, as you know, by creating prototypes, right, so we do lots of different things, whether it's inside in terms of running innovation. Hack a thons whether it's outside, uh, to unleash the power of creativity for people, we do things like, you know, we don't product reviews which are open, which means, um, every many things can join. They can learn from each other. 11 commission is publicly available with the company. And this way, you know, one product can learn from best practices of another problem, right? And so they can learn. Okay, How did this particular product everyday, I How did this get to a SAS offering? How did this involved to a micro service? How did they get a much higher performance and know what they were accustomed to? How did they look at the use cases, that competitive analysis and so on, so forth. And so So for me, I think the biggest challenges all around people and harnessing their innovation, harnessing their power of thinking, getting them excited and creating a great environment for them. And I think, uh, if you think about a lot of things that we do in that context to say, okay, our people will be excited if they interact with other smart people are people were excited if they can partner with customers. So can we create environment where we can create a customer advisory board which will let these customers talk about their problems? And there are people that you know create an amazing solution to solve those problems. Can we create a structure with product reviews? And they mentioned, Can we create a structure with investor days where we could talk to them about how we're evolving from products of platforms? And so I think these are some of the challenges that exist, and there is, you know, some of the ways that I described to solve these challenges.