So I have gotten to where I am in a very circuitous path. I didn't really end up here because I plan to be here. I started out really undergraduate. I was thinking that I wanted to be an accountant. And then I realized that accountants are really boring. And so I wanted to do something more interesting. So I got 200 grand, two degrees and accounting and agent studies, and that led me to, uh, go to Taiwan toe work for a bank in Taiwan. And based on that experience, I thought I wanted to get involved in best banking. And so that required at that time, this back in the eighties. Ah, an MBA. So I looked at the various MBA programs that would enabled me to get a career. Is an international banker, uh, and came up with a list of 10 schools that I thought would help me achieve that goal, and I applied to of them Chicago and U C L. A. I got accepted both schools and decided to go to U C L. A. I was a California resident in those days. California resident could go to U. C. L. A. For free. So I did that. Then Aziz result that that got a job with JP Morgan as the summer in turn and then is a full time higher and spent nine years with JP Morgan doing corporate finance and mergers and acquisitions out of New York City but worked on projects throughout the world. And then that led me to understand finance and business in a way that I was willing to be an interested to be more entrepreneurial, so concurrent with working on Wall Street, I decided started retail Kosher Bakery as my own little business. I did that with my wife on. We did that for a few years and sold that business for That was the beginning of my entrepreneurial experiences, and we moved to Kansas and I was a CFO of a multibillion dollar energy company for a few years, which then led me to another kind of early stage utility company. But I was really incident doing entrepreneurial things. So shortly after that, I started my first medical device company on. We started that as an idea that turned into $4 million in capital raised, and we got to 10 million in sales and sold the company and I decided to do something like that again. So started medical device Incubator. It started a couple more companies and so those and then got hired by PWC to become a consultant for them. And during that time I was there. Global health care innovation leader, leading their consulting practice for healthcare, the strategy and innovation and did that for seven years and then, as a result of that, got hired by the University of Utah to start a digital Therapeutics incubator for them that was funded by a billionaire. And so did that for five years. And then that led me to where I am today, which is leading the Digital Therapeutics business for 30 states. Company Don't Happen Fire Health where we deliver mental health therapies to patients using software. So that's

eso. I focus on developing and executing strategies around developing new products that would treat patients with a number of different types of diseases that are associated with mental help. It's something else. Uh, these tend to be, uh, business opportunities that we do with pharma company. So we've signed a deal with a large French pharmaceutical company called Sanofi, Uh, and with bad relationship, we've developed a multiple sclerosis product that treats patients that have mental health diseases with multiple sclerosis. We've got other deals and psoriasis. We just signed one in cancer. We've got some others and development through between arthritis. So I developed strategy higher. The team, uh, lead them to develop products, get new customer relationships, uh, health, raise capital to fund the business with Petra capitalists and then move it forward to put products in the market.

So any time you do something that's really novel or innovative, that's never been done before, it has all sorts of challenges that you can fully anticipate er or plan for. That's the case with what we're doing. Almost everything we're doing has never been done before. So we're having to develop new regulations and new reimbursement pathways and new product development and clinical trial approaches. The new regulatory approaches, uh, to get these things done, and that requires you push against the system that has done things the old way, and it's not necessarily open to doing things a new way. Eso, those of the biggest challenges, is really trying to get innovation adopted by stakeholders that are used to doing things the old way and then that has implications, uh, across all aspects of my business.