Yeah, I think that's, that's absolutely right. We've, in a lot of the years I've been at the foundation, we've had a kind of scarcity mindset and need to find the next income the next grant the next contract and that has led to people feeling a need to perform and a need to save the organisation, sometimes literally. And over the past couple of years where we've been able to plan this expansion, thanks to an improved financial picture, and a much improved financial picture. You know, we've had to transition to a growth mindset and almost started to think a little bit like a startup. And how do we frame that? And how do we share that? And how do we make that case for support. And one of the things which is really important within that for us is to make sure that our people remain our key, our key assets. So it's sometimes interesting, because I will sit there and think, well, there are things we don't do. We could do this for staff. And we could do that for staff. And then we've expanded our staff complement by nearly 40%, in the second half of the pandemic, after the hiring freeze was lifted. And what our new staff tell us is actually what we have in place is much more expansive than many organisations in the sector and indeed the private sector. So maybe just to give you a sense of some of the things that, that we've been doing, particularly in the pandemic, but a lot of the things we were doing beforehand; focusing on mental health, and other things, but the pandemic almost as it has, for many workplaces pushed an accelerator for us a double accelerator, it pushed an accelerator on mission because the connection between COVID and mental health was so clear, and it allowed us to push forward straight away. So we started a research project on the impact of mental health on COVID in March 2020, when the pandemic first started, and we also started a COVID hub with evidence-based information at the same time, which very quickly was reaching a million visits a month and was, you know, widely quoted across media. And that allowed a lot of our people to come together and maybe share disciplines, which was really rewarding. But it was also, there was also an accelerated requirement because of the need to adapt to technology in home working, and also laterally to deal with some very traumatic things, including the death of George Floyd, and our desire to be a better anti-racist charity. And we've done a huge amount of work on that. So you know, what we have in place, we already had quite a few good things, we had a fully provisioned Employee Assistance programme, offering information, but also things like counselling and CBT, we have contractual wellbeing days. So we get three days to do with what we wish at whatever notice we like. So some people, if they can't face a day, for whatever reason, can take a discretionary day without giving an explanation. Or you can plan it in for after something difficult, then we have discretionary leave between Christmas and New Year where the office is closed, and that kind of things like cycle loans, and all those those kinds of things. And we also have quite a strong culture of peer support, which has been helpful and we had just launched before the pandemic a coaching programme, as well. So all staff have access to group coaching and leaders and managers and people who are changing roles or under change have access to individual coaching, which is, which has been really good. And since the pandemic, all of those axis have kind of pushed forward. So the flexible work requirements on COVID meant that obviously, everyone was working from home the organisation was very quick to provide technology and kit for doing that very keen to support family and took the position partly because we were in a good financial position to not have to furlough people to allow people to do different skills or fair jobs, offering people full pay to deliver what they could if they were doing family working. So for example, me and my wife split homeschooling 50/50. So one of us work the morning, one of us work the afternoon, essentially, for a good few months, I was working pretty much half of my normal hours and receiving full pay and full backing from the organisation, which meant a lot to people. And we've done a lot of team building as well, because we've been recruiting and inducting staff, we've been deliberately setting things up so that people got to talk to not only their existing teams, but also others and we've had regular wellbeing check ins we've built wellbeing into our work in all sorts of areas. And we've had some very hard conversations in a number of places and and enabled people to do that. And as we're looking forward now to recovery, we, coincidentally the leases expired for both our Glasgow and London offices and we've got a new office in London in the pipeline and a new office in Glasgow in the pipeline. And we're now looking at how we build and equip those offices to put wellbeing at the centre and to maximise what people do in those spaces. So there's a lot happening,