Oh my gosh, it's just I think we're really the tip of the iceberg. This feels a little bit like biotech in the 90s as things were just taking off, and there's a lot of terms that are being used interchangeably. Venture, venture philanthropy, philanthropic venture capital, which BrightEdge is not you know, we are actually pretty ruthless with our donor dollars. We want both financial returns and we want mission performance, which I think surprises sometimes, you know, people, clearly we're willing to take more risk in areas of known impact, which is where we have our 11 mission thematic areas. But absolutely, I think that on the investing side, so what is available to us through venture capital investing, it is very strategic, at least in life sciences for us to be investors impact investors through venture capital. Cancer is a little different than other diseases, like I mentioned, because it's so vibrant with a lot of innovation, scientific discovery. It's also pretty competitive. So you know, for us to show up and say, Hey, we're doing something that no one else is doing, where essentially gleaning bits and pieces of other parts of the ecosystem or just building enough critical mass and putting together a specialist network. That's the value add, for us that that is not our starting point, our starting point is a really competitive deal making environment where people want to make money. And there's loss aversion, they don't want to give up making too deep an impact. So the rarity in the room is that we represent health equity. And venture is really interesting because of the stage of the companies. So what we found, and this is my own lived experience working in larger companies, where 70% of drugs launched by pharma are sort of come in from smaller biotech companies, right. And those are founded out of academic labs, and they're surrounded by more financially oriented venture capitalists at the beginning. And by the time they get to the larger companies that do know something about clinical trials, or know something about how patients are going to access and afford, it's kind of too late to change a lot of those decisions earlier, you know, the indications already been selected, the clinical trials are already in motion. And so the idea that we can come in at the earliest stages, and I tried to do this as a consultant, you know, get early stage private biotech companies to care about what type of, you know, formulation, would that be, and what would their pricing strategy be, and even if the CEOs understood it, and wanted to do it, sometimes the boards felt that it was someone else's problem to fix, if it was cool science, it was gonna get paid for. So us showing up as an investor on the cap table with, you know, even a board observer see, and diversifying the perspectives at those critical product design phases, I think is gonna be transformational. It's, it's, you know, allowing more ethical and rational product design. And it's just making it more seamless. So that then, like American Cancer Society, Cancer Action Network, which is our advocacy arm doesn't have to rally, you know, to get things covered. After, you know, they've already been FDA approved. So early is important. And then on the fundraising side. You know, I would say that we're supported by a group of really magnificent visionary donors, we call them our founders circle. And many of them are themselves entrepreneurs, and they like to see their donor dollars working in a more entrepreneurial fashion. So they get that