um I have a degree in applied mathematics, So I started there and I became a software development. And first it was more reclined server. It was before the Internet age, and I guess I always was interested in kind of consulting independent work. And I was always interested in not just coding but also talking to clients, understanding their needs, understanding what kind of solution we can build for them. That's how I worked. And I progressed to into kind of managing software, your own projects and became what I am today. I'm

so a Sfar Azaz top three responsibilities. Um, I kind off sit in between two worlds, if you will. I see between the business world where I talk to clients. I talked Thio stakeholders, and I need to understand their needs. And I also need Thio, manage their expectations on that, decided you was developers and I talk to them and make sure they know what they're doing and make sure that essentially, I translate correctly into the computer language or technical language. What business stakeholders are looking from us? Right, So that Z, that's really what my job is about Asada's priorities. It's managing expectations to making sure that people know what to expect when to expect and understand what we're building for them. And on the other side, it's managing developers. Managing human resource is making sure people have works work, and we have enough off the, uh, tasks that already stacked out, that they can actually work on the hours weekly hours. It's really depends on how you work. Personally, I work a lot. I work probably in the 50 hour range, but I enjoy it, and that's what what I'm doing

we have developers are in Eastern Europe and some developers are in Asia. There are challenges with time difference. But the main challenge, I think, is to make sure that everything is documented to make sure that we don't have any misunderstandings. So for developers make 1000 micro decisions every day and they don't always ask questions because they have Everybody makes assumptions. So challenge is to make sure that developers understand what it is that we're building and they built essentially, um, having enough off the reserve kind of build in. It's almost like a building a house, and you don't know where the windows were going to be. So you have to make sure you can put a window on any wall, right? So you have to have these contingencies that are there for future kind of development. For future pivot ast faras approaches. It's just, uh, again you have to understand what people are doing. Um uh, even must talks about forced principal approach to every every problem, and I think that's the right approach. So my task on my challenge is always to understand, on the basic level, what the challenges are, what the problems are, and then we can build solutions to make sure that we address the problem. Uh,