Rudolf Vavruch is the CTO and a co-founder of FlexClub, a vehicle subscription marketplace available in South Africa and Mexico. Prior to founding FlexClub, Rudolf was CTO and co-founder of RentMyRide - a peer to peer vehicle sharing marketplace - enabling vehicle owners to generate income from idle assets. Before that he was CTO and co-founder of Ekaya - a property rental marketplace that offered a unique tenant insurance policy for landlords and an online profile for tenants which pre-approved their affordability and credit-worthiness. He also served as web architect at 8bit, an ad management & personalised content recommendation start up as it grew it's high volume business across multiple countries.
My Mentoring Topics
- Start Up Business & Technical Advice
- Software Architecture
- Management
- Moving from an IC to a manager
K.
16.May 2024He's extremely patient and approachable, guiding you through every step of the process and then providing a creative solution to your problems. After years of being stuck in analysis paralysis, Mr. Vuvrach resolved it in just one session during our first meeting. That's how skilled he is.
M.
14.March 2024I had a very insightful meeting with Rudolf, where we talked about the product-market fit of our start-up and the right target group we want to address with our Saas product. He helped me understand some of my preconceived notions about the product value I personally wanted to create and helped me shift the focus back to understanding our users. In this way, he helped me to better separate the important from the unimportant in our current daily tasks. Will definetely ask for a mentoring call again soon!
M.
26.February 2024What can I say. Rudolf was patient and open to answer me all my questions I had. He was genuine in sharing his perspective and experiences and mentioned more than 1 aspect that I have never thought about before. 100% value Thanks a lot Rudolf!
S.
7.December 2023Rudolf is a great mentor with plenty of experience and a humility and openness to share and support
M.
18.October 2023It was truly a learning experience speaking to Rudolf. He is knowledgeable and willing to do brainstorming, guiding one to further sources that aid you on the path to success. He is well-spoken and clear in his explanations and anyone can learn from him. Thank you for setting out time in your schedule for our meeting. Hope to see you again, once I've concocted a better strategy for my startup.
J.
5.June 2023Rudolf clearly has a broad range of experience and has worn many hats in his career and that shows in his insightful answers. He was genuinely curious about my career and path, and had a calm, methodical approach to all my inquiries. Thank you!
P.
27.May 2023I enjoyed his approach to our lesson and definitely took some valuable lessons from it. Appreciated him sending links to contexualise his advise as well.
P.
5.September 2022Thanks for the great session! Found some resources and got some pointers I haven't had on my radar yet. It's obvious that Rudolf has quite some CTO experience under his belt. Reccomended!
U.
31.March 2022Rudolf asked me some relevant questions which were helpful for me to consider and realise the different aspects of starting a business. I left the meeting with points to think and reflect. I would like to also thank you for the follow up email and resources he shared.
P.
14.February 2022Rudolf provided great input into my current situation and was able to answer my questions with great information. Rudolf even provided further help by examining and giving feedback on my GitHub and CV. Would highly recommend having a mentor meeting with Rudolf.
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High output management
Andrew S. Growe
Key Insights from "High Output Management" Management is a skill that can be learned and improved over time: It's not an inborn trait, but a series of behaviors that are honed through practice and experience. Output-oriented approach: The book emphasizes that managers should focus on outputs, or results, rather than inputs, or tasks. Importance of one-on-one meetings: These sessions are vital for establishing rapport, understanding your team members, and identifying areas for improvement. Decision-making process: The book provides a breakdown of how to make effective decisions, from identifying the problem to selecting the best solution. Importance of delegation: Delegating tasks is essential for ensuring the team's productivity, as well as for developing your team members' skills. Process-oriented thinking: The author emphasizes the importance of understanding and improving processes in order to increase productivity. Role of a manager: A manager's role is not just about managing people, but also about managing systems and processes. Training: Training employees is a key part of management, and the book provides guidelines on how to do it effectively. Team dynamics: The book discusses the importance of understanding and managing team dynamics to ensure optimal performance. Performance evaluation: The author provides a detailed guide on how to assess employees' performance objectively and effectively. Managing oneself: The book also touches on the importance of self-management, including time management and stress management. In-depth Analysis and Summary "High Output Management" by Andrew S. Groves is a comprehensive guide that offers invaluable insights into the art and science of management. Groves, the former CEO of Intel Corporation, draws from his vast experience to provide a roadmap for effective management. Firstly, the book dispels the common misconception that management is an inherent trait. Instead, Groves argues that management is a skill that can be learned and improved over time. This perspective is refreshing and empowering, as it opens up the possibility of anyone becoming a competent manager with the right effort and guidance. The book adopts an output-oriented approach, emphasizing that managers should focus on results or outputs, rather than tasks or inputs. This shift in focus enables managers to evaluate their team's performance more accurately and encourages a results-driven culture within the organization. One-on-one meetings are highlighted as an essential tool for managers. These meetings provide an opportunity for managers to build rapport with their team members, understand their challenges, and identify areas for improvement. Groves provides practical tips on how to conduct these meetings effectively, such as preparing an agenda in advance and focusing on the team member's needs and concerns. Decision-making is another critical aspect of management that the book delves into. Groves breaks down the decision-making process into manageable steps, from identifying the problem to selecting the best solution. He emphasizes the importance of gathering all the necessary information, considering all possible options, and making decisions based on facts rather than assumptions. The book also underscores the importance of delegation in ensuring the team's productivity. By delegating tasks appropriately, managers can free up their time to focus on strategic issues, while also providing their team members with opportunities to develop their skills. In line with this, the book advocates for process-oriented thinking. Groves emphasizes that understanding and improving processes is key to increasing productivity. He provides a detailed guide on how to map out and analyze processes, identify bottlenecks, and implement improvements. Groves redefines the role of a manager, arguing that it's not just about managing people, but also about managing systems and processes. This holistic view of management requires managers to understand how different parts of the organization interact and impact each other, and to ensure that everything is working towards the same goals. Training is another key aspect of management that the book focuses on. Groves provides guidelines on how to train employees effectively, arguing that it's not just about teaching them how to do their jobs, but also about helping them understand the larger context of their work and how they contribute to the organization's goals. The book discusses the importance of understanding and managing team dynamics to ensure optimal performance. Groves explains how different factors, such as team size, team composition, and leadership style, can influence team dynamics and provides strategies on how to manage these effectively. On the topic of performance evaluation, the author provides a detailed guide on how to assess employees' performance objectively and effectively. He emphasizes the importance of regular feedback and provides practical tips on how to deliver constructive criticism in a way that motivates rather than demoralizes employees. Lastly, the book touches on the importance of managing oneself. Groves discusses topics like time management and stress management, highlighting the importance of self-care in maintaining one's effectiveness as a manager. In conclusion, "High Output Management" is a valuable resource for anyone interested in improving their management skills. It provides practical, actionable advice based on years of experience and deep understanding of the complexities of management. It's not just a book for managers, but for anyone who wants to understand how organizations work and how they can contribute more effectively to their team's success.
ViewThe Manager's Path - A Guide for Tech Leaders Navigating Growth and Change
Camille Fournier
Key Facts and Insights from "The Manager's Path - A Guide for Tech Leaders Navigating Growth and Change" Management is a skill that can be learned and improved upon, just like any technical skill. Good leaders are not born, they are made - through experience, learning, and continuous self-improvement. Leadership in tech is not just about technology, but also about understanding people and organizational dynamics. Effective management involves a balance of technical skills, people skills, and business acumen. Transitioning from an individual contributor to a manager requires a significant shift in mindset and responsibilities. Team management requires strategic thinking, clear communication, and the ability to inspire and motivate others. Leadership at higher levels involves influencing the broader organization and industry, not just your immediate team. Successful tech leaders foster a culture of learning, innovation, and accountability within their teams. Handling growth and change effectively is a crucial aspect of tech leadership. Continuous learning and adaptation are key to staying relevant and effective as a tech leader. An In-depth Analysis of the Book's Contents "The Manager's Path - A Guide for Tech Leaders Navigating Growth and Change" by Camille Fournier serves as a comprehensive guidebook for individuals in the tech industry who are stepping or looking to step into leadership roles. At its core, the book emphasizes the idea that management, like any technical skill, can be learned and honed. It challenges the common notion that good leaders are born, not made, and argues instead that effective leadership is the result of continuous learning, experience, and self-improvement. This perspective is crucial in an industry that often mistakenly equates technical expertise with leadership potential. The book also underscores the fact that leadership in tech is not solely about understanding and applying technology. It's equally about understanding people and the dynamics of an organization. This requires a balance of technical skills, people skills, and business acumen. Fournier emphasizes that this balance is critical for success and effectiveness as a leader. The transition from an individual contributor to a manager is another important topic in the book. This transition involves a significant shift in responsibilities and mindset. Instead of focusing solely on one's own technical work, a manager must consider the broader picture, including team dynamics, strategic planning, and organizational goals. The book provides valuable guidance on navigating this shift. The text goes on to delve into the specifics of team management, highlighting the importance of strategic thinking, clear communication, and the ability to inspire and motivate others. These skills are essential for creating an environment in which team members can thrive and produce their best work. As leaders move up the ladder, their role becomes less about managing people and more about influencing the broader organization and industry. This insight is particularly relevant in the fast-paced tech industry, where leaders must constantly navigate change and drive innovation. Another noteworthy point made in the book is the importance of fostering a culture of learning, innovation, and accountability within teams. According to Fournier, successful tech leaders are those who encourage their team members to continuously learn, innovate, and take ownership of their work. This fosters a high-performing, adaptable team that can successfully navigate the rapid changes in the tech industry. Finally, the book discusses the crucial aspect of handling growth and change effectively. This involves being able to adapt to new technologies, market trends, and organizational changes. Continuous learning and adaptation are key to staying relevant and effective as a tech leader. In conclusion, "The Manager's Path - A Guide for Tech Leaders Navigating Growth and Change" provides a comprehensive, insightful guide for individuals aspiring to become tech leaders. It offers valuable insights and practical advice on a wide range of topics, from the basics of management to the complexities of leading at higher levels. It emphasizes continuous learning, adaptability, and a balanced skill set as crucial qualities of successful tech leaders.
ViewGood to Great - Why Some Companies Make the Leap...And Others Don't
Jim Collins
Key Insights from the Book Level 5 Leadership: The best leaders are not the most visible or charismatic, but those who blend personal humility with professional will. First Who, Then What: A company should first get the right people on the bus, then decide where to drive it. The Hedgehog Concept: Companies must find one thing they can be best in the world at, and focus on it relentlessly. A Culture of Discipline: Success requires disciplined people, disciplined thought, and disciplined action. Technology Accelerators: Technology is an accelerator of momentum, not a creator of it. The Flywheel and the Doom Loop: Sustainable success comes from consistent, disciplined action over time, not from one-off transformations or dramatic events. The Stockdale Paradox: Companies must confront the brutal facts of their current reality, but never lose faith that they will prevail in the end. Buildup and Breakthrough: Greatness is not a function of circumstance; it's a matter of conscious choice and discipline. Good is the Enemy of Great: Many companies settle for good, and thus never become great. Confront the Brutal Facts (Yet Never Lose Faith): A great company doesn’t shy away from facing the harsh realities of their business. Preserve the Core/Stimulate Progress: Great companies maintain a set of core values, while simultaneously stimulating progress and change. An In-depth Analysis and Summary The book opens with an essential premise: "Good is the enemy of great." This is an idea that sets the tone for the rest of the book, that settling for good is a significant barrier to achieving greatness. The Level 5 Leadership concept is introduced as a key determinant of a company's transformation from good to great. Collins presents a hierarchy of leadership levels, with Level 5 at the top. These leaders are characterized by a blend of personal humility and professional will, often working behind the scenes and shunning public accolades. They prioritize the success of the company over personal recognition and are driven to produce sustained results. First Who, Then What is a principle that emphasizes the importance of having the right team before deciding on the direction of the company. Collins argues that when companies face turbulence, having the right people on board is more important than the direction of the journey. The Hedgehog Concept is a model for achieving success. It suggests that businesses should find one thing they can excel at and focus on it relentlessly. This concept is based on the parable of the fox and the hedgehog, where the fox knows many things but the hedgehog knows one big thing. A Culture of Discipline is identified as a critical component of the transition from good to great. Discipline should permeate all aspects of the company — people, thought, and action. The role of Technology Accelerators is highlighted as a tool to drive momentum rather than a primary driver of change. Great companies often use technology to accelerate their progress rather than relying on it as the foundation of their strategies. The Flywheel and the Doom Loop concept illustrates the compounding effect of consistent effort in the right direction over time. On the contrary, companies that make abrupt changes in direction or strategy often find themselves in a doom loop, failing to gain the momentum needed for sustained success. The Stockdale Paradox is a principle that underscores the need for companies to confront the brutal facts of their current reality, while maintaining unwavering faith in their ultimate success. Buildup and Breakthrough encapsulates the process of moving from good to great, which is not an overnight transformation but a series of disciplined decisions and actions over time. In the discussion about Confront the Brutal Facts (Yet Never Lose Faith), Collins insists that great companies have the courage to face the harsh realities of their business, yet they never lose faith in their ability to prevail. Lastly, the principle of Preserve the Core/Stimulate Progress suggests that great companies are able to maintain their core values over time, while simultaneously pushing for continuous innovation and improvement. In conclusion, the book provides a compelling analysis of what differentiates great companies from merely good ones. It offers a range of principles and concepts that are grounded in rigorous research and can serve as a roadmap for any organization seeking to make the leap from good to great.
ViewThe Effective Executive - The Definitive Guide to Getting the Right Things Done
Peter F. Drucker
Key Insights from "The Effective Executive" Effectiveness can be learned: Drucker emphasizes that effectiveness is a skill that anyone can acquire and improve upon, regardless of their position in an organization. Time Management: Effective executives understand the importance of time management. They know their time is limited and valuable, so they use it wisely. Focus on contribution: Drucker suggests that effective executives focus on what they can contribute to the organization, not just on tasks or duties. Making strengths productive: According to Drucker, effective executives build on their strengths and the strengths of their team members, rather than focusing on weaknesses. First things first: Drucker believes that focusing on the most important tasks first is key to being an effective executive. Effective decisions: Making effective decisions involves clear judgement and understanding the consequences of each decision. Executive’s role in an organization: Drucker points out that an executive’s role is to be a leader and to make decisions that benefit the entire organization. Organizational structure: A well-structured organization is key to effectiveness. It allows for clear communication, responsibility, and decision-making. Innovation and change: According to Drucker, effective executives are not afraid of innovation and change. They embrace it as a way to improve and grow. Self-development: Drucker believes that self-development is crucial for an executive. They have to continually learn and adapt in order to remain effective. An In-Depth Analysis of "The Effective Executive" Peter F. Drucker's "The Effective Executive" is considered a seminal work in the field of management literature. It provides a comprehensive guide to becoming an effective executive, covering a range of topics from time management to decision-making, and from organizational structure to embracing change. Drucker begins the book by stating that effectiveness is a skill that can be learned. This is a crucial point as it dispels the notion that some people are just naturally effective and others are not. Everyone, regardless of their position, can improve their effectiveness. Furthermore, he argues that effectiveness is more about doing the right things rather than doing things right. The second key insight from the book is the importance of time management. Effective executives understand that their time is their most valuable resource. They know how to manage their time effectively by prioritizing tasks, delegating when necessary, and avoiding time-wasting activities. Drucker also emphasizes the importance of focusing on contribution. Effective executives think about what they can contribute to the organization, the team, and to the task at hand. They do not just focus on their own tasks or duties, but on the bigger picture and how they can contribute to it. Another important concept is the idea of making strengths productive. Drucker suggests that effective executives build on their strengths and the strengths of their team members. They do not waste time trying to improve weaknesses, but instead focus on leveraging strengths for the benefit of the organization. Next, Drucker discusses the concept of 'first things first'. He suggests that effective executives prioritize their tasks based on their importance and urgency. They do not get bogged down in unimportant tasks, but focus their energy and time on the tasks that will have the biggest impact. Effective decision-making is another key theme in the book. Drucker provides a clear framework for making decisions, including understanding the problem, gathering information, developing options, making the decision, and then reviewing it. In terms of the executive’s role in an organization, Drucker stresses that they are not just managers, but leaders. They are responsible for making decisions that benefit the entire organization, not just their own department or team. A well-structured organization is key to effectiveness, according to Drucker. A clear organizational structure allows for clear communication, responsibility, and decision-making. It also allows for effective delegation and ensures that everyone knows their role and what is expected of them. Innovation and change are also important concepts in the book. Drucker points out that effective executives are not afraid of innovation and change. They embrace it as a way to improve and grow. They are not stuck in the past, but are always looking for ways to improve and innovate. Finally, Drucker discusses the importance of self-development. He believes that executives need to continually learn and adapt in order to remain effective. They need to keep up with changes in their industry, learn new skills, and constantly strive to improve. In conclusion, "The Effective Executive" by Peter F. Drucker provides a comprehensive guide to becoming an effective executive. It covers a wide range of topics and provides clear, practical advice that can be applied by anyone, regardless of their position in an organization. The key insights from the book provide a solid foundation for anyone wishing to improve their effectiveness as a leader.
ViewTurn the Ship Around! - A True Story of Turning Followers into Leaders
L. David Marquet
Key Facts and Insights from "Turn the Ship Around! - A True Story of Turning Followers into Leaders" 1. **The Leader-Leader model:** The book introduces a novel approach to leadership called the Leader-Leader model, which contrasts the traditional Leader-Follower model. 2. **Empowerment of the crew:** The author emphasizes empowering each team member, not just the leaders, to make decisions and take responsibility. 3. **Intent-based leadership:** The concept of intent-based leadership is central to the book. It involves giving control, creating leaders, and driving excellence. 4. **Technical competence is necessary:** The author asserts that leaders must have technical competence to make informed decisions and guide their teams effectively. 5. **Clarity over certainty:** The book emphasizes the importance of clarity over certainty in decision-making processes. 6. **Continuous learning:** The book advocates for a culture of continuous learning and improvement. 7. **Psychological safety:** The book highlights the importance of creating an environment where crew members feel safe to voice their opinions and concerns. 8. **Short, early conversations:** The author suggests that short, early conversations can prevent bigger problems later on. 9. **The "we" language:** The author promotes the use of "we" language to foster teamwork and cohesion. 10. **Resilience in the face of failure:** The book underscores the importance of resilience and learning from failures. 11. **Changing the measure of success:** The author encourages changing the measure of success from being activity-based to thinking-based. In-Depth Summary and Analysis "Turn the Ship Around!" is an insightful exploration of leadership and organizational transformation penned by L. David Marquet, a former U.S. Navy captain. The book is both a personal narrative of Marquet's experiences in turning the ship, USS Santa Fe, from the worst-performing in the fleet to one of the best, and a practical guide to his innovative leadership methods. Marquet introduces a unique leadership style - the Leader-Leader model. This approach is a marked shift from the traditional Leader-Follower model that is prevalent in many organizations. The Leader-Leader model is built on the idea that everyone can be a leader, not just those at the top of the hierarchy. By empowering each member of the team to make decisions, take responsibility, and lead in their respective areas, a culture of mutual respect, trust, and continuous improvement is fostered. This concept is what Marquet refers to as 'intent-based leadership'. Intent-based leadership puts forth that leaders should not be the sole decision-makers. Instead, they should aim to give control to their subordinates, enabling them to become leaders themselves. This approach is grounded in the belief that those at the 'coalface' often have a better understanding of the work and the challenges, and thus, are best placed to make decisions. However, for this model to work, two key elements are necessary: technical competence and organizational clarity. Technical competence allows individuals to make informed decisions, while organizational clarity ensures everyone understands the organization's purpose and goals. Marquet demonstrates these principles by recounting his experiences on the USS Santa Fe where he focused on increasing the crew's technical competence and providing clear, consistent communication about the ship's mission and objectives. The book also emphasizes the importance of psychological safety, a concept well-documented in organizational behavior research. Marquet argues that a work environment where crew members feel safe to voice their opinions and concerns is conducive to innovation and problem-solving. Short, early conversations are another principle Marquet advocates for in his book. He suggests that addressing issues early on, even if they seem minor, can prevent them from escalating into larger problems. Marquet also promotes the use of inclusive language, specifically the "we" language. This fosters a sense of unity and shared responsibility, reinforcing the Leader-Leader model. Resilience and learning from failures are also underscored in the book. Marquet shares instances where mistakes were made on the USS Santa Fe, but instead of resorting to blame, the focus was on learning and improving from these experiences. Finally, Marquet proposes a shift in the measure of success from being activity-based to thinking-based. This encourages a focus on the process and the decision-making, rather than just the end result. In conclusion, "Turn the Ship Around!" is a potent read for anyone interested in leadership and organizational culture. It offers a unique perspective on leadership that is not only applicable to the military setting but also to any organization that aspires to be more effective, innovative, and resilient. Marquet's Leader-Leader model and intent-based leadership could be the key to transforming hierarchal, disempowered teams into agile, empowered ones.
ViewGood Strategy/Bad Strategy - The difference and why it matters
Richard Rumelt
Key Facts or Insights from "Good Strategy/Bad Strategy" Good strategy is not just a goal or vision: It is a coherent mix of policy and action designed to overcome a high-stakes challenge. Bad strategy is often characterized by fluff: It uses high-sounding words and phrases to hide the absence of thought. The kernel of a good strategy: It contains three elements - a diagnosis of the situation, a guiding policy for dealing with the challenge, and a set of coherent actions designed to carry out the policy. The importance of analysis: Good strategy is grounded in deep, nuanced understanding of the situation. Strategy as a hypothesis: A good strategy is a hypothesis that needs to be tested and adapted over time. Good strategy leverages advantage: It identifies and exploits existing advantages, and looks for ways to create new ones. Strategic coordination: Good strategy involves creating coordination among resources and actions. Bad strategy avoids complexity: Instead of facing challenging issues, bad strategy avoids them and often substitutes vague goals for clear objectives. Good strategy is dynamic: It evolves with the changing circumstances and constantly seeks to improve. The role of the leader: A good strategist needs to be a good leader, able to inspire others and to make tough decisions. An In-Depth Analysis of "Good Strategy/Bad Strategy" Richard Rumelt's "Good Strategy/Bad Strategy" is a compelling exploration of what constitutes effective strategy and the pitfalls of poorly conceived strategies. Rumelt opens with an essential premise - a good strategy is not merely a lofty goal or vision, but a practical approach to overcoming a difficult challenge. This is the kernel of good strategy, which comprises three elements: a diagnosis of the situation, a guiding policy to tackle the challenge, and a set of coherent actions to execute the policy. This approach underlines the importance of analysis in strategy formulation. Superficial understanding or oversimplification of the situation can lead to bad strategy. The author stresses that a good strategy is grounded in a deep, nuanced understanding of the challenge at hand. He advocates for a realistic appraisal of the situation, even if it means confronting uncomfortable truths. One of the most insightful aspects of Rumelt's work is his view of strategy as a hypothesis. As in scientific research, a good strategy needs to be tested, validated, and modified in response to feedback and changing circumstances. This perspective underscores the dynamic nature of good strategy and the need for ongoing learning and adaptation. Another key insight from Rumelt's work is the role of advantage in good strategy. He argues that a good strategy identifies and exploits existing advantages and looks for ways to create new ones. This can be a unique resource, a favorable position, or a coherent set of actions that differentiate an organization from its competitors. Rumelt also discusses the importance of strategic coordination, which involves creating harmony among resources and actions. This can mean coordinating different parts of an organization, aligning resources with objectives, or integrating various actions to create a powerful cumulative effect. On the other hand, bad strategy is characterized by fluff, a tendency to use high-sounding words and phrases to hide the absence of thought. Bad strategy also often avoids complexity and substitutes vague goals for clear objectives. This avoidance of hard choices and the failure to clearly define and confront challenges is a hallmark of bad strategy. Lastly, Rumelt emphasises the role of the leader in strategy formulation. A good strategist needs to be a good leader, able to inspire others with a vision, make tough decisions, and guide the organization through the complexities and uncertainties of its strategic journey. In conclusion, "Good Strategy/Bad Strategy" provides a clear, practical roadmap for strategy formulation and execution. It emphasises the importance of deep understanding, strategic coordination, continuous learning and adaptation, and strong leadership in crafting good strategy. At the same time, it warns against the dangers of fluff, avoidance of complexity, and lack of clear objectives in bad strategy. The insights and lessons from this book are invaluable for anyone involved in strategic decision-making.
View
A.
27.May 2024I had a very positive and insightful session with Rudolf. We looked together at the potential performance improvements of our website. As an engineer and project lead with primary skills in mobile and limited understanding of web, I received a very valuable feedback on what could be a focus area for us to get the project done. We also discussed the “management” part of the project where I got insightful recommendations regarding getting this done as a team :) With the extensive knowledge in both tech and management areas, and having an ability to provide an abstract advice for getting things done, I find your experience applicable for engineers of different levels, working with different technology stacks. Many thanks for the session!