So because we believe it's that important that we develop the capacities to actually serve in serve the informational needs of our communities and our audiences. It's why we care about building a news product talent pipeline. And we were we told you that we were developing the newest product management certification. And because we wanted to develop that in a way that really served and helped build this type this talent pipeline, we conducted in depth interviews with several hiring managers to try to identify what were the skills they thought were missing when they were looking for candidates or people to feel the product positions. So here's some of the things that we learned that they were looking for when hiring newest product talent. The first one was curiosity and informed questioning. What does what this means is the ability to question why we're doing things and be curious about the reasons behind what we do be curious about our own industry and our own processes, and having the talent to question and do it in an informed way. That gets you the information. That produces actionable items are actionable steps. And then this came up again, understanding how to ask questions in various contexts, because product managers don't only need to deal with identifying what are the audience's needs so they probably need to develop that type of questioning, but they also need to deal with stakeholders from all over the organization and they also need to be prepared to ask questions to them and understand what are their needs so that they can align them towards a shared product vision. The other skill that came up a lot while talking with hiring managers and what they expected from the product thinkers that they would be hiring is problem solving skills from strategy to execution. And this is navigating that path between having a strategy and crystallizing it in executable steps towards solving a problem. That's what hiring managers were looking for in major to senior level news product managers. Lastly, and I don't think we talked about this enough is technical understanding and communication skills. I know we've said many times that you do not need to be a developer to be a product manager. But you do need to understand technology. You do need to know what developers are talking about. You do need to know what designers are talking about. You do need to have data skills and you need to be able to communicate them to audiences that don't and stakeholders that don't. Also, and going back to the technical skills that we need gathering insights with data analysis and user research, and this both includes empathy work, discovery work, audience research, audience developer development, but also navigating big datasets and also complex analytics to extract the insights that can actually guide a product strategy and move the business forward. And lastly, understanding your leadership strengths and how to work with others. Many of us are product managers here because a lot of us, like, raise your hand when we asked if we're hiring managers, and most of the time product roles do not have formal authority. And their work is based on collaboration and luring people into your vision. We need to be mindful of our own skills and our strengths so that we can leverage that to get people around our vision and building this product vision. And in the same line, managing stakeholders and building relationships. That's the way in which you navigate called corporate cultures and get to execute that product strategy that we talked about before. However, all of this topics came up, and some hiring managers were more emphatic about some things and some about others. But to be honest, the only one that came up every single time and was very stressed out by all of the people that we talked about was the importance of empathy and communication and they these would be wrongly called soft skills and many phases, but I would call them core skills for news product managers, both with our audiences, our users, our communities, but also with our co workers. And with the news room with the tech side with the sales side, we need to be able to empathize and communicate to work together. But we did not only want to cater to hiring managers and we also wanted to make sure that we were supporting emerging product thinkers that wanted to get in the space. So we hosted a mentor network program from the NPA in which we mentored 150 emerging product thinkers and we worked with them and they reported on the challenges they were facing throughout six months. We analyzed all of the that data to try to identify and narrow down what were the challenges they were facing. When getting into product like formal product roles, or more responsibility product roles. And the vast majority like this was by far the first one most mentioned was navigating and or preparing for career changes. So we are here because we understand there is no pipeline there is no path to becoming a newest product manager from the ones that are already doing it. None of us went to Product Manager school. Like in the university. Most of us are journalists, some or some of us are designers, some learn to code at sourcecon. And we kind of drifted towards that. And as the as the discipline evolves, we need to start building what those entry level product jobs are, and what is each step of the way. So that you so that people getting into the discipline can actually visualize their growth and we can also support them while they go through their growth. So this is a this was the most mentioned. And then the challenges they they mentioned, were the ones that we think that we can tackle with our trainings. So developing product processes, timelines and strategies. Yes. team leadership and management. Yes. UX, user research, audience engagement and retention, subscriptions, memberships, communication plans. stakeholder management, which also came came up from the hiring manager side, promoting a product culture in an organization change management becoming more data driven. And just just to note this, imagine having to having no path forward and also being in charge of changing the culture of the place you're in. It does sound like a bit too much. And I know you're all nodding because you're all doing it. But creating roadmaps and action plans, specific product and project launch implementation, navigating bridge roles, because also the product path. And this is to say, yes, we are training the next generation of product thinkers and product managers and we are offering resources and we are offering community support but there's more than we need to do all together to build that pipeline. Because we won't be able to do it alone. This is an industry wide transformation. So Marie, do