I imagine most listeners to this bucket maybe they're on a commercial flight right now. But, you know, I was thinking about this because I was like flying, you know, and it's like I fly a lot for work. And at 10,000 feet so much happens, right? That's when the cabin is pressured, pressurized, like you're allowed to put down your tray and people begin to start moving around like the flight attendants and they're they're getting ready for beverage service. So please sit your butt down. They told you not to get up. But there's all this stuff that happens at 10,000 feet and so somebody is out there looking over the horizon a 30,000 foot and then you got your executors, your ground crew, these different people at a nonprofit. These are folks like these your gift officers soliciting Yes, these are like your, you know, copywriters, right? And those emails, you know, your project manager is building out dependencies and task, right? These are all of your executors at 1000 foot. And what you need at 10,000 feet Why think it's magic is there's some people who know how to to bridge the gap between, you know, a vision and where we're headed and the executors, but they're really special, and they're hard to find. I've got one at CauseMic, Bobby She's, I mean, holy crap, I couldn't do anything without. Hi, Bobby. Yeah, Hey, Bobby, I hope you're listening. And, but we have all these systems that you can actually depend on systems. And those systems are covered throughout the book, I'll use one as an example. So when I was at another nonprofit, I worked in accounting in finance, and there were five people working. And it took 15 days to close the books. And there were four people all with like Master's in accounting and financial analysis, I was the idiot in this group of five for sure. The only one without an advanced degree. And admittedly, I was like I was I saw that my vacation was kept being denied. And I was like, what, what is this trend here? And it just so happens that was always during close a month? And so selfishly, I was like, how do we move from 15 days to 14 days in terms of time, because it's very predictable. Like we have to reconcile our books, we have to make, you know, figure out what accounts payable accounts receivable and that sort of thing. But then when I'm fast forward, when I'm at Team Rubicon, and I realized, like, this is like the business as usual, these are your ba use? What are all the things that just have to happen no matter what. So I literally gathered my development operations team around like just a whiteboard, and we just listed out everything that had to happen. So like, merging contact records, sending out donor acknowledgement, letters, doing prospect research, just all this stuff, right, that got put on a board. And then we identified who's the primary person responsible for this Bau, who's the secondary person responsible for this Bau. And if there was not a second person listed, then you've identified a single point of failure. And you need to close the gap on single points of failure because people quit. People need to go on vacation, sometimes they're at capacity. They win the lottery, I don't know, whatever. So you've got to figure out is this something that I need to hire outside contract support for? Is this something that we need to cross train on? Is this something that we need to hire for? And everybody approaches like too much do not enough time to do it with I need to add more people? But first, you need to figure out where do you need to add people? And is that even necessary? Can you eliminate BTUs? So just gathering around that whiteboard and listing out everything that we had to do? allowed me to figure out how much of a person's time of the 2080 hours per year is allocated towards business as usual? And what are they actually doing? What are they spending that time on, because then when we talked about that project backlog earlier, what's really cool is once your ba user at a stable point, so you've got your donor acknowledgement letters out for the week, the day, whatever. Now, you don't have to talk about what should they be spending their time on. Those four people with master's in financial analysis can just look at the project backlog and say, boom, I know what I gotta do. I gotta jump into Priority One projects. And so the magic there is that 10,000 foot is like, here, we have this big bold strategy that we captured on a single page, we're going to double our revenue with half the resources. Okay, cool. Here's how we're going to do it. Got it. Now, you're kind of rolling, the executors are rolling, they know what they're responsible for, and they know where to jump in. And I think that's the magic of 10,000. Foot is like, always knowing where your time is being budgeted, and your team's time and how to how to focus it.