Well, you know, there is one thing that I always tell program officers when they are joining the foundation. So you know, if a Ford you know, if a program officer is listening to today's they will realize it. They will hear it again. Okay, but you know, when you get into a large organization like Ford, or when you really want to be part of a bigger you know, an organization that has these long standing rules and practices. You know, you definitely need to be mindful of the culture of the organization, right? And I don't think this applies only to Ford, but one thing that I read, you know, in a book, as I was, you know, joining for but just by chance, was about, you know, these memoirs for from Hadrian, the Roman Emperor, who used to say, you know, when you really want to change something, you need to present this as continuity, and when you want to continue doing something, you need to present it is as change, right? So basically, the thing here is you need to, you know, it's very challenging to really embrace change at the whole level, so you need to be very careful about how you want to present what you are trying to achieve here. And you know, if you're going to tell someone, oh, I just want to continue doing what we were doing, that sounds extremely boring. So you need to find a way. You need to find a way to present us as change. On the other hand, if you really want to change things, you need to give people something to, you know, to to embrace, something to understand. So you don't want to present change as something radically different. You want to present this as continuity. You can always identify something in the past that explain the kind of change that you are promoting. So when I think, for example, about the world, some of the most innovative work that we've been doing at Ford recently, with public interest technology, right? This is extremely interesting work about how you think about technology in a radically different way that most, you know, corporations out there are doing. How do we present it as the way like, oh, you know, same way that we did public interest law in the 60s. Now we need to do public interest technology. So it's kind of a continuation of these public interest thinking that we start doing in the 60s, which, in fact, this is a radically different project, but at the same time, you have to connect it with the past somehow in order to be able to sell the idea. So this idea of understanding how change and continuity are always linked. I think it's one of the most important things when you are actually in the business of change.