Yeah, there's a lot to unpack there. It's a duality meaning. On one hand, it's been extremely exciting and on the other hand, it's been extremely challenging, right, because when you, there are pros and cons of evolving and changing, right there are, most people think of evolving or changing, or innovating as having usually associated with it a lot of upside potential. And that's true. But it also can bring real internal and external challenges to deal with, right. And so, you know, New Story has gone through quite a significant. It's deeper than evolution, but quite a significant change from how we started. And I'll kind of walk everybody through that. So, you know, we started when myself and my co-founders were 24, and 25 years old, were very young. I think in our DNA is a lot of things that we still see today. And that is that like pioneering spirit, and kind of more innovation, forward and status quo, challenging spirits, I think we also have a, just a maniacal desire for learning, and improving. I think that we also, and this doesn't have to be for everybody. And I genuinely mean this. But we also have a desire for kind of like, fundamentally more scalable solutions. And, and so you kind of add all that up. And what started as an organization that was essentially funding houses with philanthropy has evolved quite significantly to how we do our work. And I'll unpack a lot of that. The things that haven't changed is, we are incredibly passionate about vulnerable families having the opportunity to have generational changing housing, and land ownership, and everything that comes with that. And so that has not changed. And I'd say our kind of passion for kind of having a pioneering spirit to find solutions hasn't changed. And so we kind of went through this process of, in the very beginning, our first five years, we were, we were really proud of the work we did, of how we did, you know, community planning and human centered design and how we use technology to build houses, how we engage local workers and local materials. I mean, so many things that I'm proud of, and that we're proud of, and we honestly could have kept doing for a very long time, and probably could have had a great year, year over year growth in that model. But what we learned is that for the problem that we're working on, which is a global housing crisis, we would argue that maybe aside from something else, like climate change that this is the this is the most expensive and the largest problem in the world, and it's growing. If you zoom out and think about the problem 1.6 billion people live in inadequate housing, that does not mean that every single person is, you know, experiencing homelessness on the street, but they are not living in adequate housing. And that number is expected to almost double right. And so if you do some math on how much philanthropy would that take to solve the problem, and then you keep needing to put philanthropy towards it year after year, and I'm not exaggerating this number, you're talking north of $20-25 trillion, right? And so doesn't work at scale. And so we realized that and, and we kind of went down this multi year, rabbit hole of figuring out a more efficient, more sustainable and more scalable way. And over the course of those years, made many mistakes, did many things that we thought had a chance to be more sustainable and scalable, but we were wrong. And it took about, I'd say, at least three years, if not more, four years, to finally arrive that a clear thesis and a clear model that we are incredibly excited to scale. But it took a lot of wandering and learning to get there. So I can unpack a lot of that, I'd say, you know, New Story. We kind of made those decisions intentionally. And, and when you make those decisions, and you're learning, you're making changes, that can be hard internally on team members, on people you recruit, and then you find something else that also could be really hard on external communication. And we experienced that and just being really, really transparent. Like, we experienced that the last two years externally, if you look at New Story here, just look at our kind of growth chart over this is going to be our ninth year. So if you look at New Story's first six years, I mean, we're up into the right every year getting into, you know, well over 10 million in revenue year over year climbing. And then our last two years have been have been down revenue wise. And I think a lot of that is because you need to have more clarity, with communication and we're trying to learn and figure it out and innovate. Because we know what's on the other side of that is worth it and is going to be way more scalable and fundamentally, more impactful. But the path to get there has come with a lot of challenges for us the last last couple years, to be honest. And so all to say I feel today, starting 2024 truly the best I've ever felt about the organization and about what we've learned. But we definitely have gone through a metamorphosis. And when you go through that, it can be ugly and challenging in the middle, but you go through it because on the other side is a whole new life and a whole new world of opportunities that you wouldn't have if you didn't go through it. So that's just kind of me sharing where where we're at right now and what it's what it's really been like the last couple years.