And especially that you can demonstrate growth efficiency as you scale, meaning, if I put in $1, do I get two plus dollars out? There's a machine and it's scaling. And then thirdly, a demonstrated ability to get predictable results even from newly developed channels, because you know, your customers, you know, their behavior, and they know your product that well. Now, where you're currently it is you are scaling what's been working into significant volumes, you are building out a whole team of functional specialists. And you're starting to invest just want to highlight this one because I think it's really important and gets overlooked in the growth conversation a lot. You're starting to invest in paid brand development brand is really the tide that floats all growth boats, even if we in the growth world often don't like to give it credit, simply because it's typically not a direct measurable line to your Northstar metric. But brand is absolutely critically important and out the Series B is when you typically have enough certainty around your company as well as money to make those investments and you're still spending at least 20% of your growth team's time on continued exploration of more frontier channels. And efforts following the ABCD guideline always be discovering. And finally, you've identified a clear path to winning significant market share and growing into a growth stage revenue and also valuation. Now where you're headed is you're building predictability into your funnel. Your growth engine is able to not just capture existing demand on existing channels, which is what you spend the early part of your company's life doing. But also generate new demand, aka you meet new customers who may have been out of reach before your growth person or team are starting to explore channel and strategy opportunities that might have been too expensive, both in terms of monetary cost, but also in terms of mindshare, and expertise. So too expensive before but now, within reach. Now, in your restaurant highlights, you'll want to interview your investor updates, you'll want to highlight the scalability of your techniques and results, demonstrating that cost per lead or customer acquisition costs CAC, that conversion rates, that total top line are all moving in the right direction. And you'll especially want to highlight the absolute cost of growth, not only how that's changing over time, but also how that's mapping against targets you previously set, it's really, really important to actually show any Delta either positive or negative of your actual performance against your projected performance from the past. Because again, here at these later stages, investors and really everybody is looking for predictability, they want to know that you can actually set accurate targets, hit them or slightly exceed them, and then modify them to be more aggressive. If you're like consistently exceeding them. You'll also want to highlight your ability to deploy a large growth budget very efficiently and still get results. Even as you spend more oftentimes, as you spend more it gets harder to be efficient and effective. And again, just want to really emphasize here that it's all about predictability, aka saying what you'll do, and then doing what you say. What you might want to do with this money is support your growth head with specialist to operate those known channels, scale up investment in custom data and systems and talent. So there's no guesswork on how and where growth is happening. You're building out that data team even further. You're building out that brand footprint even further to help increase brand recall, and correspondingly, actually lower CAC as you continue to scale. And really important here is that you're institutionalizing growth, so that it's not just dependent on one or a few genius, individual people, but rather a reliable and well understood system within your organization, you're focused on not just how to do growth, but how to measure it, how to staff it, and how to expand it all of the organizational stuff. Your map here is becomes not only your qualitative growth model, but a quantitative growth accounting sheet, aka a spreadsheet that lists out all of your KPIs how you're performing against them month, over month, or week, over week, or whatever. timeframe makes the most sense for your business cycles. And it's also a series of projections or financial models, essentially, that show how your growth wheel, your growth flywheel ramps up with more inputs, whether those inputs are people or dollars.