like? Oh, that's a that is a wonderful question. So I've gotten myself in troubles more way that I can count. That's sort of the theme in my life. And one of those was recently, you know, is on a panel where we were asked a very similar question, and there was a very strong, very nationally recognized group that said, you know, and I think this is wonderful. So I don't hear what I'm not saying. I think there is a tremendous move to data, and I think that data is a cornerstone. We have to be looking at it, thinking about it's one of the key ways that we actually can listen to the community or constituents who have, however you break that down, right? So I'm a huge data nerd. I love it, so don't hear what I'm not saying. But because I think we've made that shift, and the pendulum has sort of swung there, the sort of outcry a little bit was, you know, data has to drive has to drive programs, has to drive policy. And I just said I could not fundamentally disagree more. And they said, What do you mean? I said, for us, all of those things matter that you've just listed, but it's foundationally the wrong starting point, at least, for community led change. And so I said for us, our four levers are people in a place create a practice. And I use that word intentionally, because it's not it's not a one size fits all, and once you've figured it out, you can just pop it in and do it over and over again. And that starts to shape policy. So people in a place create a practice from which we can shape policy that more justly and robustly like addresses those systems that affect them uniquely, and that's going to look different from community to community as it should. And so I start, you know, of course, I said, Okay, well, let me give you this example, right? And this is restores, kind of first program arm, if you will. And we don't necessarily always. Refer to them that way, but we moved back, and we live in the community here, and so we know, okay, it's a relational work, or co founded alongside Ernest, who's born and raised here in Northeast grad and so let's, let's spend some time, and really the one public gathering place in northeast Oklahoma City, which is our Ralph Ellison library, which is a place full of saints who work there and do the work of a librarian and a social worker and a pastor and friend. I mean, you name it, they do it. And so let's just spend some time there getting to know neighbors and just starting to kind of build the relational trust and thread and listen and understand what's kind of happening here and how the community understands. There's statistics, there's data everywhere about the community, right? I've just told you, there's a 20 there's a whole study about the tricep area that has been released. And so we have data points, some general ideas about where we're headed, right? But here's the key difference is we're sitting in the library. We're talking, okay, all of a sudden, librarian corners us about two weeks into this kind of daily exercise, and our kids are just destroying the library every day they're with us, and they corner us. Yep. So relatable. It was. It was a full family deal. And she said, hey, you know, give me a little bit of a sense of what you're doing here. So it was like, Okay, let me kind of give you a little bit of this vision of what we've been a part of in St Louis, and what we're kind of hoping to be a part of here. So we start into a conversation. She says, Hey, this is summer 2016 so Mary fallin's final yard office is a major oil and gas bust here again. And so she says the state just announced that they've cut child care subsidies and mental health benefits overnight. So immediate radius of our library 87% single parent household that summer, so almost nine of 10 doors you go knocking on don't know what they're doing with their kids the next day, right? And so this isn't crisis. And so she says, How many background checked trained adults can you get in the building by tomorrow? And we went, well, two clearly we shouldn't be in charge of any more children than our own, and I think we've established that over the last two weeks. And so we just kind of went, Okay, I don't know. So we did some background checks, and we got, we thankfully, there were some, you know, churches that hold these, like, robust background check saved things. So we have a few kind of churches, okay, we get this in well, I kid you not. We have, there was a community servant doing lunch there every single day we cut, you know, some Regional Food Bank connections that came to pass. And by the end of that summer, we had 125 kids. We were serving breakfast and lunch Monday through Saturday and restores. Part was really to, you know, that's, that's, that's giving ourselves more credit. It was a lot of water balloons. We did some reading activities. There's coloring. I really excel with the water balloon part. And we just, we just got to know a lot of families. One of our initial actually, parents from that summer had lost her job that, you know, they'd kept her at 30 hours for a previous felony. And so her knees were super swollen. And so she, instead of just staying home with pounding, which is what I would have done, she was showing up to serve every to serve every day, and we got to know her. And actually she helped start a different program arm, which is now restore employment, but our first program so every everything unfolds. And this is why I say you got to come to the tour, because everything unfolds in relationship from that first summer, and it's all holistically intertwined. You can't pull one apart from the other, but that first summer ends, and we had done this big mural, because this was also this summer that Philando Castile shot and killed as a passenger sitting in the car, and Alton Brown Burdick comes back not guilty. So it's another summer. We're just like, how do we get a different narrative to play out? And we have to listen to one another. And so we did this giant mural, and at the invitation of parents, we start really kind of tracking what would flourishing look what would flourishing look like for our community. We need to stop doing, start doing etc. And those parents said, Hey, we have three schools at the time in northeast Oklahoma City, and all three are considered failed. Now I will tell you, having served in those schools, that letter grade does not anywhere close to define who those humans are that are superheroes in those buildings, doing incredible work with students, but, but terms of a like educational, thriving, equitable ecosystem, you know, three failed schools doesn't seem to represent that very well. And my word, there's one that's considered failed at every level. So there were two in the States, and ours was one of them. And so we just like, let's start there, and at the kind of parent and the leaders that stayed in that school, we said, you know, where do we start here and there, there was about four to 5% teacher retention happening. So 95 96% of that teaching staff is turning over every year, right? And so, okay, so how, what would we do here? And it was, would you help us focus on retaining teachers? Amazing. So we started something we kind of called care teams, which was six to eight adults showing up. We did some tbri training thanks to Halo and and said, your job is to show up for two. Hours a week and do whatever that teacher asks you to do. And so it was really that. And in seven years time, teacher retention shifted for 4% to 80 so data, drives, programs, drives, system change. What we would have said is the data shows that schools are failed and kids aren't reading at grade level. And so we would have started tutoring programming, tutoring program. We would have said there needs to be more literacy focus. Here's what's happening. Instead, we said, okay, data is as good as its guide. You have to have an interpreter in the communities that that data is represented by, and if you don't, you will come up with the wrong starting point, which is why we said it's people in a place, and that data is part of it, but people in a place know best how to make sense of that data and how to say, where do we start actually developing some practices and piloting them and seeing if they work? And so, lo and behold, 87% teacher retention, and now we're getting to do take all of the teachers to camp in the summer, and we're sending them out to Vegas to learn different tools to serve students that are in their class, and that school has gone from last in the district and reading hours to top 10, and it's gone from highest chronic absenteeism with right those systems are changing themselves because they know the right starting point. I don't right, and so even if I had the data, I don't have the lived experience, and that has to be the guide. So that's my that's my threading back for you.