So when I think about some of the things that we should be doing, first of all, first off, we have to, we have to have a goal, right. So if we're thinking of the gift officer, you know, the person on the front lines, who is going after the funding, you absolutely should be setting a goal. And you should also be communicating that to your operations, your fiscal staff or your fiscal person, right? What you should not be doing is going after funding without knowing all of the stipulations and requirements that are going to be attached to that funding, or to those funds, because what ends up happening is that sometimes, it's great to actually get the Yes, and get the money. But then there's so much work that comes in on the back end. And who does that typically follow up your ops person or your ops people, right? So we always want to be considering bandwidth, right? We always want to consider bandwidth. Second thing is, we always want to get, we always want to have those conversations with a donor about where should these funds be going isn't restricted, is it not right. And then the second part of that kind of like what you just mentioned, Becky, we then also need to be communicating that to our operations. Because if it's supposed to be spent on scholarship, we need to know that so that we're not out here just enriched, you know, spending these unrestricted funds on, you know, God knows what, right. So I think when I think of do this, that it really is drawing a hard line in the sand about what do our policies and procedures, say, which is what should be built out right around those operations, and making sure that we follow that, but also making sure that staff are aware of what those actual things are another ado, let's get some documentation happening. And it can't be pen and paper. But we have to have a solid way around. We're documenting things and communicating things so that there's visibility into what's going on. So if we are using a tool, which we all have visibility, and that means when someone that gets officer updates, something, I can also still go into that tool and see what's going on and what's happening. If not, they could be making major waves. But when I you know, if someone were to ask me where things that I'd have no, I'd have no clue. And so we want to make sure that we are operating based off of policies and procedures that I have actually been set, right and required for us to follow and making sure that it is visible to all so that there is no one working in silos. And as far as a don't do, right, because I think, I mean, we don't like to harp on the negative, but I think it's really important like we shouldn't, without having conversations right with with your operations, people, we should be very careful about what we're communicating to the donor, because sometimes I think we're overzealous, or we can be really excited. And so I would say we don't want to do too much pumping up or hyping up to the donor, right? Because a lot of times I think sometimes it becomes desperate, right? Or sometimes we're just trying really hard, but then that has negative consequences for the organization. And so we just want to always make sure that we're in line, I think that's just that takes a step back and talks about strategy, making sure we're on the same page, making sure that before you make any moves, everyone should know what their role is in this thing. And if not, then we need to be going back to the table. Yeah,