Yeah, so you know, one of the things I always want to say, from a marketers perspective, when you're transitioning out of like a corporate or agency world is that, you know, it's kind of like these hard skills versus soft skills, right? In the sense of, you know, nonprofits don't always have the same level of resources or budget to do the things that we would do in a larger corporation environment. And so finding that balance, right of kind of not coming in and saying, Oh, well, we don't have access to this CRM, you know, database with all the segmentation capabilities and all the analytics tools that we need, you have to really be able to bring in your business sense, but then being able to apply it in a way that's going to still be able to move the needle, knowing that you have a little bit of the less resources. So I just wanted to, you know, start off by saying that with our marketing planning, it ties directly into the overall goals and objectives for the organization. And so we have annual planning and are always kind of looking at okay, and really we have a five year you know, plan, but every year we're looking at it to really just measure it and make sure that we've reached our goals and what needs a little bit more leaning into and obviously we continue to do the things that are working. So for us again, like I said before, one of the main things was brand visibility, you know, we've never heard of you, we kept hearing that over and over and over again. And it sounds very basic, but you feel like a brand that has a celebrity at the head of it in its name, you have to be able to leverage that a bit more to be able to make the impact that you want to be able to make and increase your reach from that perspective, right. But then also programming is at the core of everything we do. Without our programming, we don't have anything, right. And so being able to support our programming and be able to show improve what we're doing, we work very closely with a PhD who helps us to be able to measure everything that we're doing something I can take that data and then I'm able to leverage the the proof points of you know, how we're doing and how we're doing it, and along with feedback from our youth and parents to be able to make sure that we're communicating effectively, to make those sponsorships and partnerships possible. And making sure that we can clearly identify what what would you get as a sponsor of one of our events, or one of our programs, just being able to make sure that we can always back that, you know, data. So again, going into partnerships and strategic partnerships, we've really evolved by being able to lay the foundation for having access to data, to be able to show and prove and backup, what we're doing and the results. That's been a really important factor for us over the past couple of years is really moving into larger partnerships that they get something out of it by being affiliated with us. And then we're also able to leverage that to be able to, you know, broaden our partnerships along the way. And then, you know, from additional perspective, storytelling, you know, we always talk about storytelling, I feel like it's a word we use all the time. However, you know, from what we do, I feel like I used to always say, we're not getting the credit that we deserve. Like when I walk into the spark center, we're in the middle of a session when we have 50 young people here that are learning from a mentor who came in from UPS or Procter and Gamble, or one of the local law firms or one of our civic leaders. That's powerful. We are literally actively doing things to basically mitigate some of the challenges that we see in our world today. And so we need to, I always call it, we need to get credit for that we need to show people what we're doing. If we're operating in a bubble. No one knows. And if we're not adequately telling our story, in a way that's impactful, what differences are we going to be able to make to attract others and be able to not only gain followers, but I always say build a community.