Give us an update on how it's going so far.

Well, I think what it is, it's a journey.

And I should take you back because 2018 is when we passed our Digital Asset Business Act.

That Digital Asset Business Act allows us to license digital finance companies that we see in some of the major names globally, whether it's Coinbase or Kraken or Circle, etc., all have Bermuda operations where they're doing a number of things.

At the Davos announcement, this was more around how do we go from having the companies that are regulated to actually making sure that blockchain payments and these things are integrated fully inside our economy.

That's why we came with the Onchain Economy Initiative, having partners such as Stellar, such as Coinbase, such as Circle, and others that are working alongside with us to make sure that as we build out across, citizens have access to these tools, businesses have access to these tools, and we're actually making sure the government is accepting them and making sure we distribute them.

So we've made, the cabinet has approved changes to our acts where the government of Bermuda were able to accept stablecoin payments, manage stablecoin payments, and invest in certain digital assets, and we're looking forward to making sure that we keep our leadership in the global digital asset regulation space.

How would you respond to that?

I mean, if you had to give some advice or reflect on your career and advise others that are a bit younger, particularly given the radical differences in the workplace today, I mean, how would you describe your career and what kind of advice might you give?

So yeah, so, you know, the first 10 years of my career were spent in a variety of, uh, engineering roles, uh-Operations engineering, field production, a little bit of completions, uh, facilities workover, and then I moved into drilling and what...

Did drilling and completions.

Uh, when I went to Amoco in the North Sea, my objective there was I wanted to get some, uh, leadership experience, uh, field operations supervision experience, and, and so I, I was a, a field supervisor for eight years then, uh, three years at Amoco, uh, in the North Sea, and then five years at BP in, in, uh, uh, Gulf of America.

And that was just invaluable experience and, uh, really my goal was to be, you know, more than just a, a strong technical engineer.

I wanted to understand, uh, the decision-making and, and all that.

And I quickly learned that, you know, the technical problems are, are sometimes the easiest ones to solve, and it's the, the non-technical human, uh, problems that, that are the biggest challenge.

Um, what are the key capabilities that you've looked for from those vital few suppliers, the ones that really helped you make a difference?