boards of venture backed companies is just having far too many people in the room. Right. So, you know, in the early days, I think of a company, you know, three to four people is a great size for a board, you know, people small groups make fast decisions, they make them, well, they make them quicker. And the earlier you are, the faster the turnaround decision you need to make, right. But even in bigger companies, you know, I'm, I've been through situations where we've got companies with over 100 million in revenues. And we'd have to go and cut the board back from 10 or 11, people down to six, because 10 or 11, people just don't make the decisions. And the thing is, this creeps up on you, right. So when people are negotiating term sheets, very often, board seats, observer seats, these are not things that kind of found a spend as much time on stuff like valuation, it's kind of an easy gift sometimes. But it's got a kind of compounding effect. So if we're the A, you give a board seat plus an observer, right, and then at the B, you know, you've got co leads, they both want a board seat, and you've got another observer, like this thing compounds, and suddenly, you know, I've been in situations where you've got 2025 people in the room, and like 2025 people is just not a not a group that makes decisions, right. It's just a sort of, like a weird symposium or something. It's not like a proper group of people trying to make good decisions, and you know, where you can keep that kind of culture alive. And so I really think there's, like, you know, sorting out, the best thing to do is to sort out in the first place and not have the deep restrict on the number of think of them as precious if we're giving out board systems overseas. But the other thing, the other options you may have later on are to get a later stage investor like us to come in and kind of, like help clean it up with some role we often play is to, you know, turn around and say, this board has gotten out of control and condition of us investing is to sort this out. And that is often a role pretty appreciated by founders. The other is to like Stickley, and create an operating committee where you basically have a board within a board, we've got four or five people meeting regularly. And the wider board meeting less frequently. I mean, that's obviously less good than a kind of fixing it in the first place. But it's, you know, sometimes a fudge that can, can work and make sense. By the way, this like having too many people in the room is obviously goes for the you know, the board members and observers and stuff. But it also goes for management teams, you know, it's super powerful, where members of the management team can turn up and present the boards and get to know the people but equally, if you have like 567 members of the management team sitting for everything, which often happens that ends up being, you know, too many people and too little, like, not a good enough ROI on the time of those management team members. So I think keeping it as small as you can, as long as you can is like super important. In terms of fields, people end up being I mean, very quickly, the sorts of things that we find that often go wrong when you're bored stacked full of investors, right. So like, I think investors are great, like an investor. I think there's like super useful things investors do. But five investors is like not very useful, right. So five investors like it's just more people who will like generally think the same. So a typical thing that we're doing when we come in We're saying we're not taking a board seat, we're gonna give our board seats to an investor. So it's to an operator, someone who actually knows what they're doing. And I think, as companies go through, you're in the earliest stages is probably fine to avoid operators, and just have, you know, one or two investors, particularly operators who come from, like bigger company backgrounds, they're not necessarily so helpful when you're getting product market fit. But as you get bigger and bigger, you know, operators start to Trump investors, and we think boards need to move more heavily in that direction. I think the other thing to say is that, you know, also diversity is like, unbelievably important when it comes to board design. And your thankfully, it's not something that we have to kind of lecture people about these days, like most people know, and understand it. I mean, the, the kind of the evidence base is, like, now overwhelming, that diverse boards make better decisions, whether that's gender diverse, or racial, diverse boards. And so, you know, it's kind of like, just within quarter designing, you know, a great board for any modern company. And the final thing is also just like, you know, making sure you have the right people at the right time. So, you know, again, in the early stages, people who've been there been, you know, scrappy, understand how to get to product market fit, get your first sales people, those are super important. But some of those folk, you know, when you get later on, they kind of tap out when the questions are more like, how do you scale internationally? You know, how do you think about, like, maintaining culture at scale? And so, you think not keeping a static view on who are the right people on the board are is also pretty critical.