Yeah. So for three years, I was an executive director of a nonprofit. And before that I spent eight years as an administrator that also reported to a board. So I feel pretty comfortable in working with boards. But I don't know that everybody who works in a nonprofit child development center is a does has as much access as I did. So I'm going to kind of answer your question in two different ways. What I found, first and foremost, I'll just say like, as an administrator, I worked in Headstart organizations, and they have federal requirements of who should be on your board of directors like what kind of backgrounds those people should have as far as like understanding finance, and understanding child development. And so as I was an executive director, and people moved off of our board, and I would work with the board members to say, hey, I think we could for sure can do an open call. But right now, we don't really have anybody who's got a background in marketing. But that would be a really good thing to have a lens of somebody who has ideas. So we looked at some of like, what is Headstart doing and like, maybe we should aspire to do some of those things. But the people who served on our board had a background in child psychology. There was a person who had a background, having worked at DHS, but wasn't in that role at the time, a background of somebody who had worked in philanthropy in another state, we had a person who had was a public health nurse, we had a lawyer, we had people who worked in investment of public, an accountant, and so looking at kind of like fully fleshing out the board. Also, on that particular child development board, we had a former parent, we didn't have a current parent. And there's different reasons that different organizations might choose to, like, do one or the other. But we thought it was really important to have somebody who had lived experience in the Center, but also was going to have some space away from when we had to discuss certain such certain things. And so, you know, I think that it's important to think about all these different considerations of who are the people that are going to be not only looking at your fiscal health of your organization and your strategy, but what's in it for them, like, why did they care about this issue? And like, what networks did they have? Because, you know, it is a nonprofit, there's going to be needs that are like, above and beyond what the organization can do. So I think, from the perspective of like, who are these people, who do we want. I think we want a lot of people from different industries that actually care about early childhood education and care, on the board of directors. I don't think you want all people that all know the same thing influencing your board. So that's my first perspective. And, how did I go about finding these board members was we worked with the Minnesota Council on nonprofits, we like put out open applications, but also sometimes it was board members recruiting other board members. It might have been people that I knew from a former job to say, hey, we're gonna have this. Are you interested? Do you know anybody you could recommend? Then there was a whole like application process and an interview and we did all these things. But you asked me a second point, Priscilla, which is how to staff like engage with their boards. I think everybody, at all aspects, want to feel proud of the work that they're doing. And I think that the if you're not directly talking to the board, there are reports that go to your board of directors if that's your executive director working with the board, the the executive director wants to, I would say, they want to say like this is what's going well. Of course, you're going to talk about what's not going well. But I think that the biggest thing is like, tell, if you're an assistant teacher, you're a classroom teacher, the bus driver, keep the person that reports to the board, like, there's got to be a way to inform that person so that they can share your stories in a way that makes sense to the board. You know, I was brought in sometimes, when I wasn't an executive director to meet with the board and give some real life. So I think that there's a lot that goes into this relationship of who do you know, and there's some power dynamics that are here, and different organizations do things in different ways. But ultimately, if we have an all in approach of we know what the mission is, we know why we're all here together, we know what value we bring, and we know why we're doing this together, then all of the relationship pieces like I think, move more cohesively together, and it feels more like we then meet.