So at the highest level, the work at the YWCA with the mission was to eliminate or still is, actually is to eliminate racism, empower women. But what I observed when I came into the organization is that, you know, we of course, based on the nature of the work, we have a lot of government grants. And Becky, you were saying your recovery and development officers. So what I observed is that every time a government grant went away, they would shut down the program, furlough, the people just sort of this sort of rinse and repeat cycle that just kept happening. And so as I was coming out, which is why I was coming in the the organization continued to decline. And so once I got there, and I was just like, How is this possible? The work that we do here is amazing. The people are amazing. The the connections in the community are amazing. There's so many assets here, we're just not recognizing that those assets actually bring value to the world. Therefore, we could look at how we can connect to other resources. So for example, you know, I always talk about, you know, this one case, I should say, I use it as a case study to some degree that part of the work that we were doing with we educate childcare providers There's, and we were in a room full of childcare providers. And there was a raffle. And there was a collective sigh when the people when one person won, and the rest, of course, didn't win that it was for gardening curriculum. And I was like, really people really want gardening. So so in my mind, which is Yes, I'm a capitalist, I was like, okay, that means there's an unmet need. Like the side that people lost the raffle for the gardening curriculum. And so, so fast forward, the next year, they ran the same training, and they brought in a speaker, and typically, the training had been free for the providers, which is fine. But then, of course, when something's free, you get a bit of a attrition, that's, you know, a drop off ration. And so they charged something de minimis, like 35 bucks, but they charged so that, you know, because they had to pay for the speaker to come in. But the speaker was great, because he was teaching them. Again, they wanted something that they could do with their kiddos. And so he was teaching them how to do STEM projects at home. So they would, you know, he would do all these little fancy little things to show like how air compressors and a bottle all these things with with household items, right? And it was really cool, long story short, to say that we charge for them to come. So that mean, now instead of having our free event, it was you know, 100 participants show so that was $3,500, just from people coming to that. And then what we also saw is that, that they were intrigued about how can they do all these sorts of exercises at home with their kids. And so our team, because we had been talking about how much value we create with the work we do with the the impact we have, that they created these little stem toolkits, and then they sold them to all the folks so we only had 10 on site that day. So that 100 bucks each that was $1,000. Then underwriters Laboratory, which most folks know, UL Listed they are, you know, they test any things that they do. So they made these incredible videos with with Disney, effectively teaching, you know, electricity safety. And so they're like, Oh, my goodness, you all have these chocolate bars, we'd love to have the videos, or we will sponsor the event for $5,000. So this event turned into a $10,000 event that used to be a free event. And so it was about us thinking through every time we said that there was a value creation opportunity there and taking advantage of it, that what we were doing this on steroids across the organization. And so that's how we really grew. Because and that's why I say we became a social enterprise. Because if we really understood the value that we were creating, the the impact that we were having, and how that can drive the resources to do the work. So we were no longer just beholden to one type of funding source that yes, funding sources evolve. That's what funding funders do. I mean, it happens. But what we were better attuned to is how do we then understand where we're creating value, and who cares about the impact and the value we're creating, that they'll be willing to tap into it differently. And so, so $38 million later, we found a lot of value in the association, and we just empowered. What was so great for me is that we empowered so many of the workforce, so many people within the workforce there, like we did this program that we were providing free childcare services to veterans, it was paid through for Illinois, scratch off tickets, that was our syllabi, lottery scratch off, that were specifically dedicated, designated for veteran services. But again, we had to bring the services to say this is what we can do. And that was so so huge. And yet we were able to provide a good a different resource for people and create that impact and at the same time understand what additional revenue sources we could use to pay for that. So we were so fortunate that we have a whole team thinking like that. And so that's how we grew. It wasn't just me sitting on high saying, huh, what is it that we need in the world? And how can I go get it? It was really the team saying, you know, we have people that call here, they can't get childcare subsidies. If they have health appointments, they can only get childcare subsidies when they have employment opportunities. And so we partnered with the Veterans Association, Veterans Hospital Veterans Administration Hospital, and they were the ones that helped us access their veterans so that we can then provide child care services to them so that they can attend their health care appointments. So it's about like, again, how do we create Win win wins, and then in every opportunity, we have to do that there's value there, we just have to connect the dots. Okay,