where I am today, um, primarily as a result of, uh, interpreting signs in the market and, um, trying trying to stay on top of trends. And I'll give you an example of that. Um, I started my early career. Ah, Khost MBA work with a ah, with a large financial services company, American Express, where where I was ah, doing primarily, like credit risk modeling, um, and credit operations. And, um, that's about the first half of my career. And I think, uh, obviously, financial services are still relevant. Banks are still relevant. Um, but you can see the trend towards more small, nimble companies within the fintech space. And so, uh, I started seeing signs, especially after the 2008 market meltdown that, um that I I decided to track into more into technology. So I had a chance that it in my career and I moved out of credit this management into and I work for a small that just, I think a couple months ago was bought out by stuff I $1,000,000,000 experience with with a smaller fintech. Um and then and then I kept making the move into i t were eventually I was able to lead an entire I t 18. Uh, and my my most recent, um, my most recent experience is kind of another pivot into into, um, hands on automation. It's what what I'm doing now at Goldman Sachs. So I think I think I am or where I am because of signs in the marketplace that I tried to interpret and trends that I tried to follow. And I'm still doing that. Like I I believe in education. And so I've you know, I, uh, made that a priority. Um, I've got my AA at Thunderbird Ah, Global School of Management. I got another master's degree in information systems at the University of Utah, and it's probably not the last degree or certification that I'm going to get im, I think I think I'll continue Teoh, learn and, uh, study and grow the rest of my career and that that's another thing that's gotten me. Where I'm at is just there. No question knowledge that there's for knowledge. Um, does that answer your question

So my my current role within Goldman Sachs is in a resiliency engineering group. Ah, I'm part of a team that ah, that tests applications and databases. Uh, globally. And, um, with that global scope comes samad our So my my basic day is, uh, is really what I think most of us would I would describe just ah, a normal working day, eight. You know, 7238 to 4. That kind of deal. But because I'm part of, ah, group that that has responsibilities in all time zones, then I I do have, um, some responsibilities at odd hours in the in the night and sometimes on weekends one, um, when we have events that are running at the scope of my decision making, it's really it's a small team of about three of us that that are, um, that together are making decisions around Ah, the applications that we're going to be testing the databases that were going to be testing where we're doing, fail over events and, uh, and then fail back events and, uh, and monitoring and recording, uh, recovery kinds. Uh, so I think, uh, the scope, the scope of if they're making is really kind of a shared if the shared, uh, shared scope and some, you know, some weekend, some weekends. Um, if you're in I t I think I think it's, ah not unusual to have, uh, somewhat hours or you're covering odd hours like where you're doing where you're covering systems or you're covering for certain teams or you're supporting different groups that are operating globally all around the clock, whether whether you're been an engineering role or an admin or support role or a leadership role. Um, most recently, when I was running, I t even though, even though there were many engineers that ah, that worked in teams that I managed who were responsible, who were on call, uh, who had to show up for events. Um, I also made it a point to be present and and Teoh give my my time so that the team felt like there was there was a lot of ah, uh, but good, Good. Ah, back support. And, uh, and just the consistency with the messaging around. What what we found to be important so and in what capacity? Urine and I d and that spans across it. Like I p. Ops and Deb and programming and product. Um, you're you're gonna have. All right, You're gonna have definitely have Ah. Ah, A lot of different unusual days and times that you're gonna be that you're gonna be working.

I think. Ah, challenge eyes always, uh, bringing together ah, diverse opinions and thoughts and ah, worldviews and so forth. Um, it's a blessing to its both the challenge and blessing. So wow, while having that diversity of thought, it's critical toe high functioning teams. It's also it's also something that you have tow. Learn how toe how to manage, right and, ah, until I think just as an example, uh, i'll be I'll be working on a project with with people from all over the world in different time zones. Ah, it's especially true now without with everything virtual. But you have, you have ah, and a lot of my education prepare me for this. So it may. It may come a little bit more intuitive to me than most people. But you have You had this wide range of experience people with but all all different, um, different viewpoints and opinions and so forth. And so ah, I think the best way to deal with that, in my opinion, is Is this the show show respect at all times? Um, meaning you just keep keep open minded focus on the result that the team wants to achieve collectively And I think I think if it's gonna be a long term relationship, uh, working with another person with a with a different a different geographic location or a different, um, just a different way of thinking different personality, I think you have to spend a little bit of time on the side getting to know that person that not not early while you're in a project or while you're trying to achieve a result. But you have to do that kind of on the side. You know where your maybe you I am them and just try toe, you know, ask a few questions and try to get to know him a little bit more or give him a call. Or, um, it was easier before when you could meet in person, you could go out for lunch or you could, uh, you could go out for breakfast or coffee and get to know that person on a like a personal basis. The wrong time to do that is when you're like in in the middle of work and in the middle of a project, you can keep it a little bit light, and you can learn some things about people. But, um, I think the real learning is gonna come when you put in a little bit of extra time. Get to know that people. And then you start understanding the way that they view things. You understand what's important to them so you can start thinking outside of your own head. Um, the challenge always for individuals is is to release the ego and and to try to view the world the way the others view it right. And that's that's very difficult for some people. So I think that's just at the universal challenge when you're when you're working with people, especially a very diverse group of people. Uh, that's always a challenge. So I think it's I think it applies in any situation. Another. Another thing that's very challenging right now is just the, uh, the technology shift that is place is Ah, it's phenomenal. I've never seen anything like it. Uh, I mean, you're we're talking about being at a point in time where low code or no code, uh, could be replacing programmers, right? And I never thought you would see that day right. You have infrastructures of service or edge computing that is basically taken over on premise infrastructure. Uh, at the very least, you're going to go to a hybrid solution, right? Which is something's on Prem and other things in the public and private cloud. Ah, that the that. The adoption of a I is also startling. Right. Machine learning is sweeping every single business that R p A If you look at um r r p a sector alone is ah, and in the automation using bots is is phenomenal, right? You I path just ah, another valued in the billions now And that's just one company that, like just a few years ago, you didn't hear much about. And now and now you look at the automation companies, uh, like automation anywhere and paga and blue prism and co fax with all these, all these ai uh, or smart automation companies are popping up and they're going to continue to pop up. And companies air are faced with ah, with automation casts where they it's not a choice anymore that, like you have to automate the board expects it. The shareholders expect it, Uh, so and then and then security. Security is, uh, if we have, If there's some students who are looking at which way, which way toe sort of pivot with 80 uh, could not choose a better career path. And to get into security, the security engineer has, ah, as amazing, uh, opportunities and stability right now, uh, so many opportunities. And, uh, and it's exciting work, and it's constantly the targets constantly moving. Uh, you see, right now during the pandemic, there's there's so much new ransomware and crypto Ah, you're right, that that has popped up. And so there's There's just so much opportunity for good security professionals. Yeah, so