Yeah, I know we need some we do some background music. Alright, so culture, everyone talks about culture, culture, fit culture. And what does that mean? What How do you know what culture is? How do you know if you have a good culture or a bad culture? There's really no one right culture, it really has to stem from you as the founder and leader in the in the company that's really authentic to you, and how you want the company to behave. And so the best definition I've ever really heard around how to think about culture is what are the unique set of behaviors that are different about your company as compared to other companies. So like, if you walk into Google, or you walking into figma, or you walk into Uber, you would probably feel slightly different cultures in each of those places. And the the key is really thinking about what are the really specific unique things about those places? That's different from the others. And then taking that thinking about what is it that you want your company to feel unique about? And I just throw a list here of a few things that you might that commonly come up like, for example, when I was at Facebook and Cora, we had really different cultures, even though there were a lot of Facebook alarms at Quora, the two companies definitely had distinct cultures. So in the case of Facebook, they really prioritize speed, for example, shipping quickly, the whole classic like, move fast break things. Versus Cora was much more about polish and being very thoughtful about you know, we could we could ship quickly, but we really thought about what, what we wanted out there. So thinking for yourselves like, are you really more about speed? Are you more about polish and refining the details? Thinking about hierarchy versus a flat culture? things? Like how transparent Do you want to be versus kind of having things on a need to know basis, this has come up a lot, like what are people doing around how we work like, are we gonna be in an office together and the hacker house together, we're going to be fully remote and distributed around the world. Those are those really have major implications for your culture. And then what are the non negotiables for you, you know, like, people may have things where there's like, I won't hire someone who, you know, XYZ pick whatever attribute it might be, some people have really low tolerance for arrogance, and they want really low ego people in their company. So taking some time, just think about what the culture might be. And the reason for this is that this is going to be a funnel of the universe of people who could join your company. And your goal is to really like refine that, refine that and make sure that you're hiring people who are going to be really aligned with who you are as a leader, and what you want your company to be, because they are then going to go out and hire more people. And you want to make sure those those people are all aligned. So next slide. I won't spend too much time on this. But it's important and related is defining your vision, your mission, your values. And these often get intertwined, but they are pretty different. So your vision is what is the future you want to see in the world as a result of your company. And the mission is to go make that vision possible. And then your values are the kinds of things that guides that guide your decision making, how you work together, how you manage trade offs, and what you celebrate as a leader. And a lot of people do when I went to court, actually, we didn't have these things actually written out on paper. And it showed because everyone was sort of talking and recruiting conversations slightly differently about the company. And when you get this nailed down on paper, and it can change by the way. So just like I would encourage you to get this on paper, know that it could change in the future. And then that means everyone will be signing up for the right thing, if they're looking to come join your company. And when you're you and others in your team are recruiting people, you're also saying similar things about what you are aspiring to do. This, this takes time, this isn't probably something you'll pencil out in an hour. It does take a little bit of time to do this. But it's really worth the effort to like establish this framework so that when you are hiring people, you're selecting for the right, the right believers in your company. All right, I think we can go on to the next unless, john, there's any questions on culture values mission, that kind of stuff, we can come back to the to. Yeah, me? Classic.