How have you handled the extra responsibility of h- becoming a manager and, and, uh, mentoring people and, and bringing people into, you know, your, your, your department and, but also understanding what, what, I guess, it means to be, uh, good in, you know, data and BI and understand what is needed?

I think for me, it's even before I got the proper manager title and really had a direct report or anything like that, it was just constantly just having those conversations.

What are your goals here? Like, what are your...

what's your goal for your career? How would you like to see the department, you know, expand? What does that look like? Is it lateral? Is it, you know, vert- like, what is that, like, asking those questions, getting to know people, right? And I think understanding your team's vision and in terms of, like, our department and what we want as a BI department and how we grow and how that connects with what, like, the club has as a vision and how the club grows is super, super important.

So navigating those conversations, again, I'm a naturally nosy, curious person, so half the time it was just conversation, getting to know people.

How can we do that? And at my core, I love to help people, and so h- all right, well, you wanna do this? Well, maybe, you know, ask some questions here.

Like, go reach out to this person, go reach out to this department.

Do you think that's why, one, you're such a great fit, uh, for the org, but also the org is attracting people that fit for, for, for, uh, for those values?