Okay, so, being an organizational psychologist and working in the field of HR and in leadership roles. I've had the opportunity then to gain a lot of work experience in this context, and so when, you know, the opportunity came to start getting involved in strategy, development, and strategy leads to policy, then you know, I actually grasped that opportunity because it allowed me then to shape documentation that in turn would end up shaping people. And so the policies and strategies that I've been involved in started first in the company that I worked for, which was the National Railways in South Africa. And I started at a time when democracy had just come about. So I was right at the cutting edge of the new laws that was coming about. So even prior to the Employment Equity Act coming out, we already in that company, we're looking at the changes that needed to happen in terms of workforce representation, inclusion, those sorts of things. But of course, disability was not in focus at all. At that point, it was all around the racial issue, and later on gender. So I also started that way, my focus was on the race issue, then the gender issue. And then my own disability made me realized that I needed to do this equally, because people were responding to me in a way that I needed to take cognizance of and start documenting this. And so I started the Disability Forum in our company at that time, it was over 100 something 1000 employees nationally. And I became aware of the discrimination towards disabled people then because it was a company that would disabled people on a daily basis because of the high risk of certain occupations on the shunting yards and so forth. And the typical example would be medically boarding, as long as you were healthy was so called healthy, you could retain your job, the moment you acquired a condition, you are now considered a reject in the system. And so they would medically board you and remove you from your active job even though your talents remain intact, your expertise remained intact. So I, been in HR, I would see this firsthand, and it started to horrify me, when I would be interviewing these people to let them go. And then I realized, but my God, we could keep you and retain you, all we got to do is change the way you approach things, and change the way the environment is structured, not realizing that in time, that's going to be called reasonable accommodation. And in time, that's going to become actually a law and a policy, which it did in time. And so I was very, very blessed and fortunate to have had that kind of exposure, and to be able to use that exposure to start guiding the development of policy and strategy. And from there, then I got involved in many other government departments, different ministries, from education, to health, to sports, in South Africa, at different stages along the way, I had the opportunity to participate in the shaping of those very important documentation and the codes that came out were codes that spoke directly to the process, you would follow, like a workflow process. Then the corporate sector kicked in. When I left that company, I was headhunted in a way by Price Waterhouse. And so I became a consultant to them for several years, which then gave me exposure to the corporate clients. And this is when I had again, the opportunity to write policies, strategies and policies for the banking sector, for the even in academics for most of the large universities.