Eric, your question on like, kind of like NAA, in the broader venture ecosystem, one, having just kind of grown many, many, many, many, many gray hairs with what feels like increasing arthritis, having raised 354, dimension one, we are humbled shock and awe by Scottson, Dell, Nea 612. But like, it's hard to compute what that looks like, and kind of the trust and conviction and proof that they must have shown over many, many, many decades of really kind of intense investing with their LPs together that especially in today's environment, so kind of all Hats Off. On the other hand, we saw directly at our prior firms, and then also from the eyes of the entrepreneurs that we had backed that founders today who are building up this intersection of technology and biology in the life sciences. They are stuck between a rock and a hard place on either hand, they have a Faustian bargain. They can go to you know, an NDA, which might have you know, five or 10% of their GPS, spending time in the life sciences. They might have their med tech device, med device team in DC, they might have biopharma team on Sand Hill, so on and so forth. But there's not cross collaboration. Ultimately, when the founders go in there, there's not A firm wide top down conviction, it is one of the many strategies that that kind of firm deploys. We not Adam and I, we kind of started joking early on when we launched I mentioned, who's going to go into meetings and say two things we would quack quack quack like a Mighty Ducks reference, we, we fly has won. And on the on the other side, Eric, you do have not mentioned kind of the traditional biotech investors, whether they're in Seattle, or Cambridge, or San Francisco or San Diego, so on and so forth. The atlases, the pluses, the flagships the arches of the world, and again, loads of respect what they have done, we were just at dinner last night, but you're catching us in Utah right now for a GP for kind of our team off site. But we were sitting, by the way, and we sat at dinner last night, kind of, for a solid 30 minutes really talking about kind of what they are uniquely able to do and their historical success rates, which are impressive. But they have also, at the same time simultaneously been historically very reticent to accept technology, they've been Luddites with respect to technology, and they're starting to come around. But we believe it's not just a muscle or a capability that you can Frankenstein, on, both on an investment firm and on to the actual company needs to be kind of organic and built from scratch, realizing the new world that we set it