the primary driver of my career, Uh, came in several ways. The first was when I was in school. Um, you know, they would give you, uh, uh, studies that would tell you what career that you were suited for. And they told me that I would be best suited as a statistician, and so weren't a lot of great careers being a statistician back then. So I decided accounting was the place that I should end up because it was probably the place where you could earn a living and have something that was someone to being a statistician. But I think the big break came, um, when the computers started going into automate accounting and finance. And so when, uh, when first computer started showing up on the scene and people would use back then it was, you know, before even excel existed. Um, but I was three. Only one who kind of understood computers in the department. And so my big break, if you call it that was the head of I t came over and recruited me out of the accounting department and got me, uh, in the i T department using, uh, you think computers specifically for financial systems

right now, I think everybody is working from home so that when I first, you know, started out e mean, we're talking, you know, 25 years ago, but we were like rock stars. And, you know, I would be on a plane not only every week, but also, it would be like four countries in a week. You know, I'd be, like, going I would go from the U S. To Canada to Europe to, like, you know, Asia in in a week's time, just bouncing from place to place. Um, now with zoom meeting that doesn't really exist anymore. Um, but, you know, for the most part of my work hours are, um, pretty standard, Uh, because I'm here in Utah and a lot of our customers are on the east Coast. I have to get up a little bit earlier. Thio A comedy. Uh, you know, the financial sectors in New York and to some extent, Europe. Um but other than that, you know, other than waking up early, it's pretty standard. Sort of. I would say 7 to 5my responsibility is, uh, more or less talking to customers, too. Uh, sort of established what their needs goals, time frames are and then sort of aligning our company's deliverables with with meeting those expectations and doing it within their budgets, which is always a challenge.

I think one of one of the biggest challenges that, uh, people face right now is uncertainty. And, um, uncertainty in business can lead to paralysis. Um, meaning not not making any decision at all. I'm fine with people making yes or no decisions. But when people are in a situation where they're not making a decision, that that kind of paralysis can really hurt a business, especially in changing times. So one of the challenges is to work with people to make sure that they are, um uh, given a clear set of expectations, given all the information that they need to make a decision and to a certain extent, kind of moving them along to make a decision and not, you know, put things off or, um, e don't know, create create a sense of urgency, right? You know, not not like a sense of urgency that this has to be done yesterday, but create a sense of urgency that you you need this to move forward and let's let's go. So what? What are the what it agrees to get people to make those decisions is, uh, to work not only with one on one situation, but work with other stakeholders within the organization. We, we call it organization American, but when I'm interfacing with just one person, that person has control over the entire dialogue. But by bringing other people in to have influence, you can very often create that sort of engagement that allows you to have um, or collaborative environment to make decisions. Too many people is also a trap, because if you get too many people involved and it becomes group, think and uh, sort of analysis, paralysis and paralysis is the thing we're trying to avoid in the first place. So so what? One of the most effective things is finding the right stakeholders bring to the table to get a collaborative decision so that you could move forward without going through far in any one direction.