Well, you know, one of the things that we have been doing over the last year is really looking at what the community needs and also our capacity. I think I've seen so many times where the need doesn't match capacity, and then both entities and parties are disappointed at the end, right? Because the nonprofit or the social impact firm, you know, commits to something and doesn't have the capacity, and then the community gets excited about it, and then it doesn't come out the right way, and there's this, you know, big sense of, like, disappointment. So what we've been really trying to do is scale rightly and timely, to move with the with the community. And what I mean by that is that, you know, we've been doing this work quite some time, and there's still a lot of learning, and also unlearning that needs to happen, and so being able to right size our scalability has been really critical to also match the need of the community. The other part that we've been able to do is understand that this work that we're doing is not just in a silo here in our state, it's also leaning on national partners, regional partners, to be a learning organization. And I think a lot of organizations do not spend enough time just learning, not not evaluating, but learning. And there's both can coexist, but I am. I'm truly advocating for more organizations to spend time just learning, and I think that provides us a different type of position, because we're not just thinking about what's happening in Mississippi. We're thinking about, okay, if we make this decision, how is this going to impact our friends and our partners in Arkansas and Louisiana in Georgia? How are we thinking about our statement or our position on this particular issue? How is that going to be a ripple effect to our colleagues in DC that we're having conversations with? So I think that learning and understanding where your leverage points are in your ecosystem is also really critical. I think the last thing I would say is, and this is just kind of a tried and true for me, is that we also have to make sure that we're continuing to do things with the community. And I want that to land, because I've seen so many people say we're doing these things to, or doing these things for instead of with, because if there is not a true understanding that people. That you are serving, that understand that you that you are going to be in it with them. It is a difficult uphill battle, in my opinion, to really get the trust, the type of impact and the resources that you truly need. So you know that is something that I have been taught for for quite some time, and I am still seeing a lot of organizations make mistakes as it relates to doing community development, economic development work where it is very self serving in some regards, it is not truly rooted in the community needs. And so I think doing a temperature check is always relevant, particularly where we are right now in our country, to say, hey, are we doing the right work with the right people at the right time? And if we're, if it's not an immediate yes, then it causes for us to go into deliberation with ourselves, with our partners, to really understand, what are we really trying to do? What problem are we really trying to solve? Because I think that also gets us into thinking about this work on a systems change level, versus thinking about this as kind of a how do we how do we address kind of the byproduct of the main product a problem? It's more about what is the main problem that we're trying to to solve? So I could talk about this all day, but, but I hope that was helpful to folks that are listening and seeing this.