So Becky, I am so appreciative of the platform that I have. Again, I didn't know what I didn't know all I did was live life in a way that my values and those things that were important to me, carried me to the point that I'm at right now. So here's what all that means. In 2019, I became the DEA and VP of D&I for the Cleveland Cavaliers. And as you stated, it's multiple properties that we have. And at that particular time, and again, think about the timeframe. It's prior to the pandemic. Prior to George Floyd. The Cavs had been looking for a leader for D&I for well over a year or so. And I've been talking to them for about nine months. And when it when I decided that yes, it was time for me to come back home. It was because I had there's great opportunity that our CEO, Nick bar lodge had laid out a plan for me. And that plan was, Kevin, what we want is something that is innovative, we want something that is cutting edge, we want to be kind of best in class and how we do this work. And you have my full commitment that we will move forward in the ways in which I had shared with him some things that we could do. So when I got this position, if you think about all the five major sports, and I know you're a sports junkie, as well, so if you think about the NBA, Major League Baseball, the NFL, NHL, and then soccer. There's 147 sports teams. I was the fourth C suite level D and I leader in all professional sports, the fourth and 2019. Yes, in 2019, where I have been involved in this work for the last 30 years. So to imagine sports now, being such a laggard was shocking to me. All four were in the NBA. Now, there were D&I leaders at the league level, but not at the team level. So I will tell you this quick story. I came from bonsucro mercyhealth, which is in Cincinnati. And when I had announced that I was going to leave one of my colleagues, and he was he was he was younger, probably in his early 30s, late 20s. And he was a white male, and I'm referencing I'm preferencing this for those level of dimensions for a reason. He says So Kevin, you go into the NBA, and you go into the Cavs. And he starts laughing. He's like, it's not like they need any D&I help. You're gonna have a real cushy job, aren't you? He is literally laughing. So Becky, you know what he was saying? He's looking at who's on the court. And he sees predominantly African American players. The league is 85% African American players, there's probably seven or 8% that are from from outside the US in the other R Us white male players. So I asked him, Why do you say that? He's like, because there's, I mean, your job is gonna be easy. You have diversity? Well, I just laughed with him and just chuckled and kind of walked away. Because that is kind of the thought of professional sports, that look on the field. Look on the court. You see all sorts of people of color, and women and men and you have people from the LGBTQ community. It's like, Wow, that's amazing. But you know, if you look behind the scenes, if you pull back that curtain, our our front office's Look, just like all other corporations that have been dealing with this for years. So being the fourth out of 147 sports teams, I felt a tremendous honor, but also felt this responsibility that I have a platform in which our chairman Dan Gilbert, who has been just as just a stalwart, committed person to fairness and equality in humanity. That's what runs through our organization. So I had our ownership group, our Chairman, our CEO, saying, yes, we want to do something that is significant. We want to do what we've always done. One of our mantras is to win championships. And that's championships off on the court and off the court. So with that, the very first thing that I did was a complete assessment of where we were, and where we wanted to be able to camps and always been good community citizens. But we hadn't put all this together any kind of strategic plan, we have an align with the community, internally, externally, our partners, our vendors. So now what we have done, and this is again, based on my p&g training, I put together a strategic business plan, that is the same thing that I would have done if I was rolling out a new, a new and improved brand of Charmin or Whitecloud, or pampers or loves or GIF, peanut butter or what have you. Because I had to remove the barrier that this was some touchy feely, HR kind of, you know, let's sing Kumbaya, yawn hold hands. That's not what this is business. This is a business strategy. And the thing that I had to do when I'm not going back to my experiences of being in different cultures, I had to answer the question, and the acronym is with them. Wi I fm and that is what's in it for me. And I had to be able to show everybody what's in it for me. And the what's in it for me was what was the common denominator as to why everybody came to work for the Cleveland Cavaliers. What's the common denominator as to why our fans came to watch our team? What's the common denominator for our partners or vendors? And then what's the common denominator the common denominator for the rest of the sports teams that are included in this Well, and the common denominator was humanity. And that was April 2019. The pandemic shuts down the world in February 2020. In May of 2020, George Floyd has murdered the world now his change from a social justice standpoint. And I was having this conversation this morning with a colleague of mine. And we were talking about what really has changed. Why was there a tipping point with George Floyd. And the reason it was, the reason that was a tipping point, is because black people had been killed, murdered. By law enforcement for years, this was not anything that was new. Actually, when George Floyd was murdered, I was kind of numb to it. Because it it happened often just months before, but he was a difference. Because of the pandemic, everybody was watching what happened at home, they saw it over and over and over again, they couldn't escape it. So they had an exponential engagement with what that is like when a black male was killed, innocently killed, and the touch the hearts of the world. So what you saw at that point, was everybody committing to sending money in HBCUs, it was like historically, black colleges were just discovered they had been here 450 years. So chief diversity officers were put in positions all across the country, all across different industries. As a reaction to that, well, we were already in place, we already had what we wanted. And we just built on that. And when I talked about humanity, we actually then changed our Well, we we adopted a mantra, which was for the love for the land. And it's we have a famous wall in Cleveland that used to it's called the Lebron wall. And it was Nikes wall with Lebron when he was here. That wall is the most iconic spot in Cleveland. And it is now a logo that shows the interlocking of hands of different colors, different races, different age groups over a basketball with a championship ring. And it's for the love for the land for the love for humanity, but for the love for Cleveland, and the land is what we call Cleveland. Well, at that point, it also allowed me to connect with the browns in the Guardians, of which they didn't have a D&I leader. And we brought them on board with some of the things that we were doing. Our coaches got together, our GMs got together, our ownership group supported this. And we have the three team Alliance, which is we have now said, we are more powerful as one around social justice issues. And we are three individual teams. So we have come together in the name of humanity, to leverage our three sports brands, and now to leverage all three leagues to send the message out around humanity, of which we're focused on civic engagement and voting, education, and also law enforcement, as we're bridging a gap between black and brown communities and youth in law enforcement officers. So with that, now, the entire city has rallied around us, the region has rallied around us and the country because they're trying to replicate what we're doing in many markets from LA to New York. That was all born out of the fact that we had a solid platform from a calf standpoint that others saw that they could build on top of.