So I, uh I got a call from a start up in Seattle to come do an internship for them. So I was going to university Washington, and ah, I was applying to go to grad school and law school at the same time and then just got the startup bugging business. And we sold that company after four years, and and, uh, again and, uh, yeah, I've been in a couple companies since then, but in terms of my story, and my experience is I did not come out of college as a consultant. I've been 20 years out there, you know, being BP's of engineering and taking on marketing experiences, things like that. So I came to it through experience, which isn't necessarily probably the path most folks take in terms of getting her MBA from her Liggett school and then going in and, you know, basically slaving at one of the big six for for a few years and then working their way up. And so I came into it through experience. Um nears doing those roles, and now I console for him

for me specifically because I didn't. I wasn't a consultant right out of school, and I didn't have Ah, necessarily someone that showed me the ropes on how McKinsey would do it are, you know, a B, C, C or someone like that. So, um, you know, I did similar things that I did in business. Was just trying to be really good relationships, trust relationships with you. Well, that I work with, um, understand what their pain points are, what it is that they're trying to ultimately achieve what the company goals are, what their specific ALS are. Um, and then just, you know, come out for my position of credibility, but not from, you know, expert on high, right? Someone's like a You know, when I've been in your shoes and I've had to deal with that kind of situation, here's what I did, but yeah. So for me, the challenge was you know, how do you do consulting right when you don't have Ah, you know, McKinsey mentor. That's been doing it for, you know, 10 15 years to teach you. So for me, You know, I approached the way approach Any new job, right when you walk in. You don't you don't come in with the expert right away. Listen, understand pain points, understand their goals and then formulate a plan to help him get there.

Yeah, I mean, I mean, you're it's funny to say, but your best tool is a consultant as excel in Power Point, which horrible, but they truly are, right. You have to, you know, synthesize information and communicate it and help folks understand where it's at it. So a lot of frameworks I have are really to taste. That makes sense. Although there are some consulting tools out there. Um, but the frameworks we've, you know, Rocket, I've been around, um, you know how to create some frameworks based on what I had done before work was folks to get from frameworks. But, uh, you know, the typical pain point analysis framework, I think, is really, really good one, because any situation can be approached from, you know, what are your issues? All right, simply summarize your issues. All right, let's let's do some sort of weight. It's four against those issues to get a prioritization. What are the ideal solution? Right? Let's talk about what those ideal solutions are, and then we'll score against those. And so you know, if you can facilitate those processes. Generically speaking, United States most Eric analysis and output is general pain. That's a good framework. Think