Yeah, no, I appreciate it. Becky and a couple of things before I get into sort of how, the how behind it, the selection Advisory Council. The first is, I want to just really sort of double click on your point around we see ourselves as sort of a conduit for getting proven solutions to places where they're needed most. And the method is really about the pull effect. And so we're very careful not to push, not to advance an agenda, not to not to, you know, posit what will work in a community without the community essentially saying itself that this is the thing that we need, and so we sort of call it the pull effect, right? Like, like, it's less that we're sort of, you know, advancing an agenda or advanced a model that we think will work, but more, but we're positioning things that we have worked elsewhere, you know, to sort of bring it to the community the advisory council to say, what would it take for this to work, if it is to work here, and how do we support this in working? And so that pull effect is an important dynamic, because we never want to be in a position where we are sort of pushing things on, on, on, on communities or individuals. We want it to be something that's wanted, needed, as determined by the community. So just double click on your point and thank you for seeing that and raising that as an important part of our model. But how we leverage the community is interesting because there's there's the there's the codified approach we've got, what we call the green light method, and it's essentially a series of three meetings where we use we use our method to determine what's important, and we go through what's called the discovery phase. We look at what problems are this most important to the city in this moment, we do a full data analysis, a landscape analysis. Understand the problem, understand, you know, what are some of the ongoing solutions and approaches to the problem, so that whatever we suggest isn't duplicative, but is additive. But we do a full sort of discover phase, and then in that first meeting, we pull together the selection Advisory Council, and we share with what we've discovered through our research. We said here the four or five issues that are important to the city that you have all elevated lifted up here is the scope of the problem, the scale of the problem. Here are some of the challenges. Which problems do we want to prioritize? Prioritize? Let's get it down to two or three problems. And then once we identify the two or three problems that this committee, this body wants to sort of focus on, it's on our team's job that didn't go and look through our database of over 1000 different organizations all that have replicated and or have done good work elsewhere, across a whole host of different issue areas. And we say, well, which are the which are the eight or nine that we think could be a good fit for this community based on the problems that were identified. And then we come to the next meeting, and we bring the committee together, and we say, Okay, here's the problems we've identified. Here are eight organizations across these four problems. Which organizations do we want to learn a little bit more about? Which ones do we want to do? Want to do our due diligence around to determine whether or not it would actually work in this context? That's a deeply engaging conversation with the local the selection Advisory Committee, and we hope to get it down to maybe two or three finalists, two or three organizations that are doing good work elsewhere that we think would fit and work in this community context, this local context, and then it's on the green lights team to sort of do our diligence to determine whether or not the model actually could work in this context, to answer the tough questions around sustainability, around what are the conditions for success? Do those conditions exist in this community? What are the champions you need? Can we connect you with those champions? And then what's the sustainability plan beyond green lights for years, four years of support. And then the hope is to sort of bring in two or three finalists to the community, and for the community to advise the local leader on which one is the one. Sometimes we might invest in two, depending on conditions, but hopefully get to the one right thing that we think has a good chance of solving, or at least being part of the solution, for a problem that our cities identified. And that's the model. And we do that every year. Once a year, we try and bring one new thing in every city or year. And this is coupled with our desire to grow to multiple cities, so one new city. So in addition to running this process in every city to bring one new thing to every city, we're also adding one new city to our network every year. Amazing