going. So when we're getting, you know, on, how do we bring diversity, you know, into our organization? Well, first of all, this is my opinion, it's inclusion that we're bringing in, right? diversity is the the measurable result, if we have inclusion, then we the end result will be a diverse, you know, team, so people I am, you know, a part of panels and webinars and stuff, where people get on the run down this whole list of things. And it's very, you know, it's very deep and involved, and I get lost, you know, and, and I'm thinking, Oh, my goodness, if I'm somebody that tuned in, and I say, you know, I want to start from ground zero, what do I do? You know, you walk into our organization, and you call everybody, you know, to the, to the front, you would see, you know, a sea of homogenous people, you know, so what, how do we do where, you know, I love this on, there are all the professionals of color, we don't even know where to find them? Well, while they are out there, and you know, you've been there, you know, the jobs in places where people are looking, such as the ADL network, and you can post it in LinkedIn, you have to be careful advice and counsel on how to write your job description. So that it, you know, and you can get consultants to help you, so that you write it so that it's, you know, clear that you want, you know, to invite people, you know, diverse people to be a part of your group. But I'm discovering, you know, even before last year that we're doing a better job of, you know, attracting, and maybe getting a little bit better at hiring a little bit better at hiring. Let me talk to that for just a second, though, on the hiring thing that people don't always save a think, is, Well, sure, we want diversity, and we have to lower the bar. So it's like, we have to lower the bar, and lower our expectations. So that, you know, we can get diverse candidates if you can't find candidates who can meet your expectations for your organization. And here are some simple things that that organizations the hiring managers aren't thinking of, especially when it comes to fundraising you all, here's something, you know, you look at the portfolio, how much money have you raised? You know, that's a big thing, because we are, you know, metrics is huge when it comes to fundraiser and expectations. When I worked for the United Negro College Fund, I had a goal of a million dollars a year, I still say that was the hardest job I ever had. And I had to raise a million dollars, as you can see, you know, from my, my bio money that I've raised, the bigger chunks of money, and I probably raised, you know, like 15 million in my 11 year career. But the big money that I've raised at Georgia Tech, you know, buildings, you know, amazing programs, that money is easier than that million dollars that I raised each year. So I want to why not hire somebody that really knows how to roll up their sleeves, do a job, a difficult job raising money for historically black colleges and universities in Buffalo, New York, time was identified as one of the most racist cities in our country. I mean, give me a pat on the back, I want to hire me. We don't take those things into consideration. They will look at somebody coming from a small HBCU and say, well, they don't have the experience. You know what challenge it is. Some of those offices are one in two people offices, and they have to do it all. I want somebody that has learned how to do it all, you know, with with very little budget. So those are the kinds of you know, that's the kind of scrutiny that shows up when we're hiring, and we're passing over diverse opportunities.