The Second Room

The Second Room

The Second Room

A Novel of Three Chairs and One Answer

Being the complete account of Sanket Sorathiya's panel interview at Carefor Health and Community Services, on a Monday morning in July, at nine o'clock.

Before the Camera Turns On

The first interview was about competence.

Could Sanket do the job? Did he understand the frameworks? Could he trace an attack backwards through log data? Could he explain a risk to a Director who held C.I.S.S.P and C.I.S.M without embarrassing himself?

He had answered those questions. The callback confirmed it.

The second interview was about something else entirely. Something harder to study for and impossible to fake.

The second interview was about whether Sanket was someone people could work with. Trust. Share a building with. Call at 3 am when something was wrong. Whether he was, beneath the certifications and the frameworks and the carefully prepared answers, actually a person who understood what Carefor did and why it mattered.

You cannot study for that. You can only be it.

This is the story of the morning Sanket found out whether he was.

Part One

The Morning Before

Chapter 1 — Sunday Night

Sankets Apartment, Ottawa — Sunday, 10:47 pm

He had read every note he'd written about Carefor. He had reviewed the J.D until the language was woven into his memory. He had practiced his opening introduction until it came out clean and unhurried. He had printed four sheets of paper — key numbers, questions for the panel, his Par stories, his certification timeline — and placed them flat on his desk below where the camera would be.

He had done everything he could do.

He closed his notebook and sat with the quiet.

The thing about being well-prepared is that eventually you have to stop preparing and simply be the person you've been preparing to be. That transition — from candidate to self — is the loneliest moment in any interview process. Nobody can make it for you.

He thought about his fiancée. He thought about his family in Gujarat, about the distance that his choices had put between them and how he carried that distance quietly like a stone in a pocket. He thought about the P.R deadline — June 2028, a date that had begun to feel like a wall he was running toward rather than a door he was approaching.

Then he did something deliberate: he stopped thinking about all of it.

He made tea. He sat by the window. He watched the street below for twenty minutes.

Then he went to sleep.

[ The night before an interview is not for more preparation. It is for recovery. The preparation is already done. The person who walks into the room tomorrow will be the person who rested tonight, not the person who studied for three more hours. Know when the work is finished. ]

Chapter 2 — The Morning

5:00 am — the First Decision He woke before his alarm. This happened before things that mattered.

He made coffee. He opened his notebook and read his handwritten notes once — not to learn anything new but to remind his hands and his eyes what his brain already held. The act of reading handwriting is different from reading a screen. Slower. More deliberate. It lands differently in the memory.

At 5:40 he did one quick round of three questions — his introduction, his incident story, the certification gap answer — speaking out loud to the empty room. Not reading from notes. Speaking. His own voice saying his own words back to him until they sounded like him and not like a rehearsal.

By 6:20 he was done with preparation.

He ate. He got dressed — dress pants, button shirt, clean shoes. He had thought about this. Not because the panel would see his shoes through a camera, but because the way you dress for something is the first decision you make about how seriously you take it. He took it seriously.

At 7:30 he checked his setup. Camera at eye level — he had stacked two books under his laptop the night before. Light from the window in front of him. Headset on. Four printed sheets flat on the desk below the camera frame. Teams link tested and open. Phone on silent, face down, across the room.

At 8:48 he joined the Teams call.

He was two minutes early. He sat upright, slight forward lean, and waited.

[Joining a video call before the interviewers is a small signal with a specific meaning: you were ready before they were. It takes twelve seconds to accomplish and it cannot be faked. You either showed up early or you didn't.]

Part Two

The Room

Chapter 3 — The Three Faces

Teams Call — 8:59 am They joined at 8:59.

First: Qiuchu, the H.R coordinator who had scheduled the interview. She appeared on screen briefly, confirmed everyone could hear, and then — with the practiced efficiency of someone who had opened a hundred of these calls — handed it over.

Then Nawriz. Sanket had met him once before, through a screen, and already knew his face — the measured steadiness of someone who has been in enough rooms to stop being impressed by rooms. He nodded when he appeared. That was all.

Then Paul Byun. A Korean face, late thirties, a smile that reached his eyes immediately. He said good morning before anyone else did.

Then Dianne Kuipers. She appeared last. She had reading glasses pushed up on her head and the particular kind of composure that comes not from training but from decades of sitting across from people in difficult situations and finding a way to make them feel less difficult.

ance.

Nawriz: "Sanket. Good to see you again. You know Qiuchu. Let me introduce Dianne Kuipers, our Associate Director of Community Support and Integration, and Paul Byun, our I.T Manager. They both wanted to be part of this conversation."

Sanket: "Good morning Nawriz, good morning Dianne, good morning Paul. Thank you all for the time today."

Specific names. All three. Deliberately. Not 'good morning everyone' — that's a crowd address. Three separate greetings for three separate people. It takes four seconds and it tells every person in that room that you see them individually.

Nawriz picked up his pen.

Nawriz: "We had a good conversation last week. Sanket, I've shared some context with Dianne and Paul about your background. But I'd like them to hear it directly from you. Tell us about yourself — not the resume version. The real one."

Chapter 4 — The Opening

9:02 am — the Introduction

Sanket looked at the camera.

Not at Nawriz's face on the screen. Not at Dianne's. The camera. The small lens at the top of his laptop that was the eye contact of a video call.

He took one breath. Not visibly. Just one breath.

Sanket: "I'm an I.T security analyst who owns end-to-end security portfolios — risk registers, seem operations, incident response, S.O.C liaison, and vendor risk management. That's what I do technically. But what brought me to security wasn't the technology."

He paused. He had learned that pauses were not weakness — they were emphasis. Whatever followed a pause landed harder.

Sanket: "Before my master's degree at Laurentian, I worked as a residential aide in a retirement home. My first job in Canada. I helped elderly residents with daily care — meals, medication, mobility. I was in the room with them. I built relationships with those residents. And what that experience taught me about data is something no textbook ever could. When I see a client care plan in a security incident, I don't see a file. I see a person."

He looked at the camera.

Sanket: "That's why Carefor specifically matters to me. Not because it was the closest posting. Because you're protecting the most vulnerable people in Eastern Ontario — and the security program is what makes that trust possible. I want to be the person who builds and owns that program."

Silence.

Not an uncomfortable silence. The specific silence of three people who have just heard something they weren't expecting from a candidate for an I.T security role.

Sanket watched the screen without moving.

Dianne Kuipers had taken her reading glasses off her head and was holding them in both hands. She was looking directly at the camera — which meant she was looking directly at him.

[The retirement home story is not a professional credential. It is something rarer — evidence of genuine human understanding. Dianne has spent her entire career serving the population Sanket described. She knows what that work looks and feels like. When Sanket said 'I was in the room with them,' she understood exactly what room he meant. That kind of shared understanding cannot be manufactured. It can only be recognized.]

Chapter 5 — Nawriz's Questions

9:08 am — the Technical Foundation

Nawriz moved first, as Sanket had expected. He had spent the first interview probing technical depth. This time his questions had a different quality — less examination, more confirmation. He was showing Dianne and Paul what he already knew.

Nawriz: "Since we last spoke, I've been thinking about our situation with the Ontario government framework assessments and the hospital shared services integration coming up. How has your thinking evolved on those two priorities?"

He is asking whether I reflected after the first interview. He is also framing the priorities for Dianne and Paul — this is partly a question and partly a briefing for the rest of the panel. Answer for all three people simultaneously.

Sanket: "Our conversation reinforced something important for me. The Ontario government's increasing focus on faypa compliance isn't just pressure — it's an opportunity. When there is regulatory urgency, security stops being a cost center and becomes an organizational priority. Leadership has the backing to move quickly. I want to use that momentum from day one."

He paused, then continued.

Sanket: "On the hospital shared services integration — that's a significant security event that needs a structured approach before it happens, not a reactive one. Specifically: the vendor risk assessments and access control framework need to be in place before the integration, not built afterward when the new connections are already live. That's the gap I'd prioritize in the first ninety days."

Nawriz: "Walk me through what those first ninety days look like."

Sanket: "The first thirty days I don't change anything I don't fully understand yet. I read before I touch. I review the risk register, the seem rule library, the current Ontario Cyber compliance posture, and any open audit findings. I meet every I.T team member and understand the existing infrastructure from their perspective — not from documentation."

He looked deliberately at Paul as he said this. Not a performance — a genuine acknowledgment.

Sanket: "Days thirty to sixty: I run the first access review, activate the three zero-cost M.3.6.5 automations that are already paid for in the subscription — access review scheduling, email forwarding rule alerting, and automated offboarding integration. These are things Carefor already owns. We just need to turn them on. I also build the S.O.C intelligence pack — a context document for your third-party S.O.C that gives them the organizational knowledge they need to triage alerts accurately. Right now they're working in the dark."

Nawriz: "And days sixty to ninety?"

Sanket: "I bring you a roadmap. Current N.I.S.T C.S.F maturity tier assessment by category, top ten prioritized risks with remediation costs, a twelve-month security program plan. Something you can take to the board with specific numbers and specific asks. Not a summary — a tool for decision-making."

Nawriz wrote something down. He had been writing throughout the answer.

Paul, Sanket noticed, was nodding. Slightly. Consistently.

The 90-Day Security Plan The first thirty days is intelligence gathering — understand before acting. The second thirty days is quick wins using existing tools and resources, establishing baseline metrics, and building the relationships that make execution possible. The final thirty days is synthesis — produce the roadmap that guides the program for the next twelve months. This sequence respects existing knowledge, demonstrates value quickly, and creates a foundation that the Director can use to justify the investment to leadership.

Chapter 6 — Paul's Turn

9:19 am — The Colleague Question

Paul Byun leaned forward slightly. His smile had not left his face but it had changed — less social, more engaged.

Paul: "Sanket, I manage the I.T team here. We have a good team. Everyone works well together and we've built something that functions. I want to understand — how do you work with a team that's already established? You're coming in as a security specialist but our team does I.T support, infrastructure, systems. There's going to be overlap. How do you navigate that?"

This is the most important question Paul will ask. He is the I.T Manager. He manages the people I will be working alongside every day. He is asking: will you respect what we've built, or will you come in and create friction? The wrong answer is any answer that implies his team has been doing something wrong.

Sanket: "I listen first. Before I suggest any change I want to understand why things are done the way they are — there's almost always a good reason, even if it's not written down anywhere. The team's institutional knowledge is more valuable than anything I'm bringing in on day one."

He continued.

Sanket: "My role is to add a security layer to what's already working — not to rebuild what doesn't need rebuilding. When I do need to introduce a control or a process change that affects the I.T team, I bring a draft to the team before I finalize it. Their input makes the solution better, and their buy-in makes the implementation actually work. A security control that the I.T team resents and routes around is worse than no control at all."

Paul: "What about when you disagree on something technical? It's going to happen."

Sanket: "Yes. It will. My approach when there's a disagreement is to make it about data rather than opinion. At Hackstack I had a situation where a colleague wanted to whitelist a broad I.P range to suppress alert noise. I was concerned the range was too wide. Instead of arguing about it, I pulled thirty days of alerts from that range and showed specifically which ones were tool-generated versus which ones showed real threat patterns. The data made the decision for us — we whitelisted a much narrower range that solved the problem without creating a blind spot. I've found that in technical disagreements, the best argument is usually evidence, not position.

Paul nodded. More than slightly this time.

Paul: "And you're comfortable with the fact that this role has no direct reports? You're working across the organization but you don't have authority over anyone."

Sanket: "Comfortable — and honestly, I think it's the right structure for where the program is right now. In a role like this, authority doesn't come from a reporting line. It comes from credibility. When I tell the I.T team that a patch needs to be applied within 72 hours, they'll act on it if they trust that I'm right about the risk — not because I outrank them. Building that credibility is part of the work. I'm used to operating that way."

[ Influence without authority is the core competency of a security analyst in a dotted-line role. The question is not whether you have the power to enforce compliance — you don't. The question is whether you have the credibility to make people want to comply. That credibility is earned through accuracy, consistency, and the quality of your recommendations over time. ]

Chapter 7 — Dianne

9:31 am — the Question that Changed the Room

Dianne Kuipers had been listening.

She had not been passive — she had been doing what people who have spent decades in community services learn to do, which is to watch the space between the words as carefully as the words themselves. She had watched how Sanket looked at Paul when he talked about the I.T team. She had watched how he held the camera when he said something he meant. She had watched his hands — still, on the desk, not fidgeting.

Now she spoke.

Dianne: "Sanket, I want to ask you something a little different from what you've been hearing. I manage our community support programs across Eastern Ontario — volunteer visiting, meal programs, telephone assurance, foot care. My team are home care workers and program coordinators. They are not I.T people. They are people who go into clients' homes and help them with their daily lives."

She leaned forward.

Dianne: "One of my biggest concerns about having a security program is that it makes things harder for my workers. More passwords. More steps. More policies they have to remember when they're already focused on their client in front of them. Can you tell me how you think about that tension?"

Sanket looked at the camera. He felt something settle in him — not calm exactly, but clarity. This was the question he had been waiting for without knowing he was waiting for it.

Sanket: "Dianne, that tension is real. And I think the fact that you're naming it directly is exactly the right instinct."

He paused.

Sanket: "Security that creates friction for frontline workers doesn't get followed. It gets worked around. And a security control that people work around is worse than no control at all — because it gives the organization the false impression of protection while the actual vulnerability stays open."

Dianne: "So what do you do about it?"

Sanket: "I make the secure way the easy way. That means training that takes five minutes on a phone, not forty-five minutes on a desktop. Login processes that are seamless during a home visit. When a policy needs to change, I talk to the people it affects before I finalize it. I don't design security for your workers — I design it with them."

Dianne was still looking at him. She hadn't written anything down. She was just listening.

Sanket: "Can I tell you something about why I think about this the way I do?"

Dianne: "Please."

Sanket: "I spent six months working as a residential aide in a retirement home — my first job in Canada. I helped elderly residents with meals, medication, and daily care. I was in the room with them, focused completely on that person in front of me. And I remember specifically the feeling of an administrative process interrupting that focus. A form to fill out, a system that wasn't working, a policy that added a step in the middle of something that required full attention."

He looked directly at the camera.

Sanket: "I never want to be that interruption for your workers. Their attention belongs to their client. My job is to protect the information they carry about that client without once pulling their focus away from the person in front of them. That's the design goal. Not compliance. Not a check in a box. That specific thing."

The room was quiet.

Nawriz had stopped writing.

Paul was looking at Dianne.

Dianne held Sanket's gaze through the camera for a long moment. Then she said, quietly:

Dianne: "That's a very good answer."

[ The most memorable moment in any interview is not the most technically impressive answer. It is the moment when the candidate says something that makes the interviewer feel genuinely understood. Dianne has spent her career fighting for the attention and dignity of her frontline workers. When Sanket said 'their attention belongs to their client,' he spoke directly to the thing she cares about most. That sentence cannot be prepared. It can only be true.]

Chapter 8 — The Deeper Conversation

9:43 am — when the Panel Relaxes

Something shifted after Dianne's response. Not dramatically — no one announced it. But the quality of the silence between questions changed. It became less evaluative and more conversational.

This is what happens in a panel interview when the decision has effectively been made. The formal assessment doesn't stop, but it changes character. The interviewers stop measuring and start imagining — what would it be like to work with this person?

Paul: "Can I ask — you mentioned using A.I tools in security operations when you spoke with Nawriz last week. He mentioned it to us. Can you say a bit more about that?"

Sanket: "Yes. I've built a Python-based automation tool that integrates A.I to handle routine security reporting — pulling metrics from multiple platforms, generating narrative summaries, and distributing reports automatically. What used to take three hours every Monday morning takes fifteen minutes of review now. The other two hours and forty-five minutes go back into detection engineering and client work."

Paul: "And you trust the A.I output?"

Sanket: "I verify it. The tool generates the draft, I review it before anything goes out. A.I in security operations is most useful for reducing the cognitive load on routine tasks — pattern recognition in log data, report generation, summarization. It's not a replacement for analyst judgment on anything that matters. It's a force multiplier for the analyst."

Nawriz, who had been quiet for several minutes, spoke.

Nawriz: "I want to come back to something you said earlier — about the vendor risk assessments needing to be in place before the hospital shared services integration. Can you be more specific about what you mean?"

Sanket: "When Carefor integrates with the Ontario hospital shared services network, you're creating new data pathways — new connections between your systems and systems you don't control. Every one of those connections is a potential attack surface. Before the integration goes live, I'd want to know: what data flows across each connection? Who on the other side has access to Carefor systems? What are their security standards? What happens to Carefor data if a system on the other side of the integration is compromised?"

He continued.

Sanket: "The five southwestern Ontario hospitals that were taken offline in 2023 — that wasn't a sophisticated targeted attack on each hospital individually. It was one shared I.T service provider with inadequate controls. All five organizations trusted them. That is the vendor risk conversation. Carefor needs to have before the integration, not after."

Nawriz looked at him steadily.

Nawriz: "You've done your research."

Sanket: "I wanted to understand the environment I'd be walking into."

Integration Security Assessment When an organization joins a shared services network or implements a new external integration, the security review must precede the technical implementation. Questions to answer before integration: what data flows across the connection and in which direction, who on the receiving end has access and under what controls, what is the security posture of the connecting organization, what breach notification obligations are triggered if the connection is compromised, and what is the technical mechanism for severing the connection quickly if the connected organization is compromised. Integration security is always easier to build in than to bolt on.

Part Three

The Questions He Asked

Chapter 9 — The Reversal

9:51 am — Sankets Turn

Nawriz looked at his notes. Then at the screen.

Nawriz: "We're getting close to time. Sanket, I know we've been asking most of the questions. What do you want to ask us?"

Sanket had three questions. He had written them in his notebook, practiced saying them, and then deliberately set them aside so he could listen to the interview rather than wait for the moment to use them. The listening had made them better.

Sanket: "I'll start with the question that matters most to me. You mentioned, Nawriz, that the Ontario government framework assessments are intensifying and that you're joining the hospital shared services network. If I start on Monday — what does the first thirty days actually look like? Not what's in the job description. What's actually on the desk?"

Nawriz paused before answering. Not a hesitation — a considered pause. He was deciding how honest to be. He decided on very honest.

Nawriz: "Honestly? The risk register needs significant attention. We have a summer student who has been doing some good foundational work — finding anomalies, flagging things — but the program needs a permanent owner who can take what he's started and build it into something defensible for an audit. The Ontario government assessments are real and they're coming. We have months, not years."

Sanket: "That's helpful. I can work with that — it's actually a cleaner starting point than walking into something that looks complete but isn't."

He turned slightly toward Dianne.

Sanket: "Dianne — I want to ask you something directly. If you had one concern about a new security analyst coming into the organization — the thing that would make you most worried about whether this would go well — what would it be?"

Dianne looked at him for a moment. It was the look of someone being asked a genuine question rather than a diplomatic one.

Dianne: "My concern would be that security becomes another layer of bureaucracy for my workers. That suddenly there are new things they have to do, new policies, new steps, and nobody explained why. And then they start cutting corners because they feel like the rules don't understand their reality."

Sanket: "That's a fair concern. What would make you feel confident that wasn't going to happen?"

Dianne: "If you came and talked to some of my workers before you changed anything that affected them. If you understood what their day actually looks like."

Sanket: "Then that's what I'll do. In the first thirty days, I'd like to spend time with some of your frontline teams — not to assess them, just to understand their work. Would you be willing to make that happen?"

Dianne looked at Nawriz. Then back at Sanket.

Dianne: "Yes. I would."

[The best question in any interview is not the one that makes you sound impressive. It is the one that makes the interviewer feel heard. Sanket asked Dianne about her concern rather than his own. He then asked what would make her feel confident rather than defending himself. He converted a potential objection into a commitment. That is not a technique. That is genuine interest in another person's reality.]

Then Sanket looked at Paul.

Sanket: "Paul — one for you. The I.T team you've built here — Nawriz speaks highly of it. What's one thing you'd want me to understand about how the team works before my first day?"

Paul's smile came back fully. The question had surprised him in a way he clearly enjoyed.

Paul: "We move fast when we need to and slow when we should. The team has good judgment about which is which. If you trust that judgment, you'll fit in well. If you second-guess it without evidence, it'll be hard."

Sanket: "Noted. And I appreciate the honesty."

Chapter 10 — The Closing

9:58 am — the Last Two Minutes

Qiuchu, who had been quietly present throughout, spoke for the first time since the opening.

Qiuchu: "We're right at the hour. Sanket, is there anything you want to add before we close?"

Sanket looked at all three of them — a sweep across the camera that somehow managed to land on each face individually.

Sanket: "Just one thing. I came to this process specifically — not because Carefor was the closest posting or the first result in a search. I researched what you do. I understood the population you serve, the regulatory environment you're operating in, and what the security program needs to be to support the organization's mission."

He paused.

Sanket: "I'm not looking for a job. I'm looking for work that has the kind of stakes that make you want to do it well. Carefor has those stakes. The people your workers care for every day are exactly the people that the security program exists to protect. I understand that. And I'm ready to prove it."

Silence.

Nawriz looked at Dianne. Dianne looked at Paul. Paul looked at the camera.

Nawriz: "Thank you, Sanket. We'll be in touch soon."

Dianne: "Thank you. It was a pleasure."

Paul: "Good luck."

The call ended.

Sanket sat at his desk for a moment without moving.

He had done what he came to do. Not perfectly — he could recall three moments where a word had come out differently than he intended, one answer that had started slowly before finding its footing. But he had been present for all of it. He had been himself for all of it. He had not performed.

He picked up his notebook. He wrote the date and three words: I was there.

Then he opened a new email.

Part Four

The Letter

Chapter 11 — The Thank You Email

10:47 am — Forty-nine Minutes after the Call

He had written four drafts. The first was too long. The second was too formal. The third was too direct about his long-term intentions in a way that felt declarative rather than genuine. The fourth was the one he sent.

Subject: Thank You — I.T Security Systems Analyst Interview

He addressed it to Qiuchu with Nawriz copied.

The email said:

Dear Nawriz and Qiuchu,

Thank you for the time this morning — I genuinely enjoyed the conversation and left with a much clearer picture of what this role means for Carefor right now.

What stayed with me most was the point about the Ontario government framework assessments and the upcoming integration with the hospital shared services network. That context made the security mandate very real — this is not just about maintaining a program, it is about building one that meets regulatory expectations and protects 400 frontline health workers and their clients through a significant organizational transition.

The work described — risk assessments, third-party vendor risk management, and building consistent detection capability — is precisely where I want to invest my energy. Carefor is the kind of organization I was looking for when I started this search — a place where the work I do directly protects people who need it, and where I can contribute meaningfully over time.

I would also be glad to discuss further how I leverage A.I tools in security operations if that would be useful.

Looking forward to hearing about next steps.

Warm regards,

Sanket Sorathiya

He read it once more. Then he sent it.

It was 10:47 am. The call had ended at 9:59. Forty-nine minutes.

[ A thank-you email sent within two hours of an interview is a signal — not of desperation, but of follow-through. Nawriz is an I.T Director who has managed people for twenty years. He knows the difference between a candidate who sends a thoughtful, specific email forty-nine minutes after the call and a candidate who sends a template forty-eight hours later. The specific email references things that were actually said. The template could have been written before the interview started. ]

Epilogue

What the Second Room Teaches

the Lesson

There is a specific kind of confidence that panel interviews reveal.

It is not the confidence of knowing all the answers. Sanket did not know all the answers on Monday morning. He had not worked in healthcare I.T before. He had not managed a security program through a government regulatory assessment. He had not run a shared services integration security review.

The confidence that Monday required was something else: the confidence to be honest about those gaps while remaining fully present as someone who could close them.

Nawriz saw a security analyst who had done the work and earned the knowledge.

Paul saw a colleague who would listen before acting, bring evidence to disagreements, and treat the existing team's judgment with respect.

Dianne saw something rarer — a technical person who understood what the work was actually for. Who had been in the room with the population Carefor served. Who would design security around the frontline workers' reality rather than demanding that the frontline workers adapt to security's requirements.

Three people. Three lenses. One answer that worked for all three.

That is the second room. Not harder than the first — different. The first room tests what you know. The second room tests who you are.

Sanket had walked into both rooms as himself.

That was enough.

What You Are Walking Into on Monday

You are not a candidate performing an interview. You are a person who has earned the right to be in that room.

You spent six months helping elderly residents with meals and medication. You know what Dianne's world looks like from the inside.

You spent fourteen months building a security portfolio from the ground up at Hackstack — from monitoring dashboards to writing detection rules to running tabletop exercises to onboarding clients end-to-end.

You researched the Ontario hospital ransomware incident, the faypa administrative monetary penalties, Bill 194, the Ontario Health atHome vendor breach. You know the regulatory landscape better than most candidates who have been working in Ontario healthcare for years.

You built an IoT sensor integration with H.M.A.C-S.H.A.2.5.6 authentication and Cloudflare Workers on your own time with your own money because you wanted to understand how securely a vendor was transmitting data.

You are not pretending to be ready. You are ready.

Walk into that room and be the person who did all of those things. Not a polished version of him. Not a rehearsed version. Him.

Nawriz already said yes. Dianne needs to see that you understand her world. Paul needs to see that you'll respect his team. You have the answers to both of those things inside you — not in your notes, not in your cheat sheet. In you.

The camera will turn on at 9:00 am on Monday.

Be there. Fully. The rest will follow.

End of The Second Room This room is yours, Sanket. Go get it.