Yeah, absolutely. So I would say my first year or so at segment, my number one job. And frankly, maybe my only job was to hire engineers really, really, really quickly. We were sort of classic like exploding at the scenes. With the data volume. We were processing the systems that had been built, you know, many of them had been built a little bit more with an AI to kind of prototype planned. And then suddenly, we're getting relied on by these incredibly large customers to get data perfection. And as you can imagine, things were not always going super smoothly. And frankly, I think my first year segment I failed pretty hard at at actually doing this hiring thing kind of ironic since that's when John and he was asking me questions about some of this stuff, too. I would say more than me helping him we were maybe failing together and feeling good that at least we we had a company in our misery but I think about a year and Peter my boss's CEO and co founder of segment said hey Tito, like you know, it's amazing that we sort of put all of this effort into the recruiting machine. And like, you know, we've hired an incredible recruiter, we just like it wasn't feeling right. Like our close rate wasn't very good. I want to say it was like, in the 40 ish percent, maybe 50%. So we were like spending a ton of time interviewing candidates, like, only to find out that they weren't going to close because we had they were looking for, you know, cash. And we had like high equity but lower cash offers, or we found out that they had 19 other offers, and, you know, they had applied to us as the 20th company. And often we would come in second or third and that race. And so we're just having all this frustration. And I remember it really came to a head because like, there was just so many ENTJ interviewing hours that were happening per accepted offer, which I think is actually a really nice, like Northstar metric to Well, I mean Northstar metric, I guess should be how many successful awesome people are you hiring but I think it'd be a nice metric on just like how well you're sort of attracting talent is you don't want to be spending a ton more than about 2030 hours per offer, except on sort of interviews that didn't work out. And so Peter came to me and said, like, hey, you know, appreciate all this work that's gone into the machine. But I have like a counter intuitive suggestion, I'm actually going to suggest that we stop worrying about how many number how many people are making it through the pipeline, and how many offers are accepted. And just like for two quarters, like let's just really get into engineering brand. And this kind of scared the crap out of me, because I don't know if this was just like the only topic we had talked about at the board meeting every quarter, which is like not fun to do like a repeat topic for the third time at a board meeting. And so like, just it seems very counterintuitive to me. But I leaned into the idea. And I think it was turned out to be one of the most important things. I did a segment in retrospect. And what we did with that time that was not being spent in sort of inefficient ways running the recruiting machine is we said, like, we're gonna go figure out why every single engineer at the company joined the company, there's probably about 25 ish engineers at the time. So we sent out a survey and turned out that there was basically three major reasons that people had joined. One was, or two major identifiable reasons that people had joined, and then one was referrals. So I'll skip referrals, since that's only something you can do so often, but the two strategies that were working with people were fine. We're finding out from us from the awesome blog posts that Calvin essential and our co founder and CTO was writing. And then the other major one was like open source work that we had done, basically, a lot of early segment had been open source. And we were like finding people contributing to the repos that we had open source. And so we ended up kind of looking at both options, we decided to really double down on the blog, as opposed to open sourcing just because when you are open sourcing a lot, it incurs a lot of work to actually maintain the open source blogs. And so we just, you know, tripled down on that. And we freed up Calvin's time we had Calvin's start spending, like, you know, maybe writing about a blog post a month, and like a blog post is like a big deal as at least 20 hours of Calvin's time, if not, occasionally 40 hours of Calvin's time to really get a written, edited, kind of, we get feedback from, you know, a dozen different people and make sure it was sort of a really sharp and punchy story. So anyway, that ended up being the foundation of our engineering brand. I've done like tons of talks with other engineering leaders. And it's always so funny, like everyone has like a totally different way that they go about engineering brands, I by no means am I saying this is the only way to do it. But it ended up having like making all the difference in the world. Like, I think our accept rate went to 80%. Actually, later on in segments probably closer to 90%. For many years in there. We started having awesome material where we can outbound candidates, we can engage candidates mid funnel by asking them to give feedback on our blog posts that we're writing. And just so many more people had heard of segment because they had come across a blog post or an open source repo, and just created this trust, which like doesn't exist by default. If I just named some random startup name, you wouldn't think like, Oh, I bet they have really great engineers. The default assumption is like, Oh, I bet. I don't know. I've never heard of them. They're probably a bunch of clouds. And so this brand, lets you sort of counteract that. And it just started the conversation right with so many candidates and made so much difference over the years. And after about a year or two of pretty intense focus on the blog. We actually, I would say lifted the foot off the gas a little bit there. And then it was sort of the quality of the team and just the obvious pneus of how strong the interviewing team was, that really was the brand that kind of carried us for many, many years to come. But I think really jumpstarting the brand with the thing that was already working for attracting candidates was just such a huge unlock for us that segment.