Yeah, sure. So, I mean, this goes beyond data, just because about how you approach you know, building products, you have you have hundreds or 1000s of customers that are telling you they want you to build, you know, different things. How do you? How do you go from that to, you know, a product roadmap, that makes sense. And I think something, something for us has been really important is to identify the customers who we think if we solve their problem, we solve the problems of a host of other of other developers. And the idea is to treat those customers we call representative customers more like partners, right? So the key though, is if you pick the wrong representative customer, you may only solve their problem and not a broader problem that applies to your wide user base. So you have to you have to be very careful. So I'll give you you know, I'll give you an example of one customer that we work closely with, actually over the last nine months this year, that's been very helpful. It's a it's a small PFM. It's not small, it's going quite fascinating, really well called copilot. They're an app to help you manage your finances. And well, we recognize that they were say finally more more support tickets per kind of, per unit of billing that they have for us. And we found interesting that we looked at the tickets, and we thought that their tickets were very sophisticated, meaning they had a really deep understanding of our product and how it worked. And it's contours and realizes that actually like that one customer we had was the best one to get insights from their end users for us, because they were willing to like push that information through us. And then we looked at them a bunch. And we saw that they represented a big category of our customers, maybe like 1015 of our customers have very similar use cases. And so you know, you had that you had a market mapping where you were like someone very demanding and sophisticated. And then you look at new stuff, like their needs, were very similar to a large segment of our customers. So you have those two things in common. And then the question is, how do you turn them into a partner, so that as opposed to just filing support tickets, right, they're willing to talk to you and help you develop the product roadmap, and that works super, super well for us? And, you know, the I really like actually, what, what what Stephanie said, right? When you look at data, or even like product roadmapping at all, there's the danger, if you have too much data is it looks like he's right. It's just, it's like the average of everybody and from the average is difficult actually, to build great products, right. And so you have to find a way to like segment your customers into little buckets. And some of those buckets are like, you know, potential trends that are emerging, like new sets of developers. But there's, there's, there's other buckets that make sense, right? Like market strategically for your business, you think you think three years, four years from now, we're going to be really big. So I really urge people like first, like, kind of narrow down your set of users, and then kind of looked at the data and then really go deep into the the kind of product signals that you're getting.