I also just add to that, that the word permission was the thing that stuck out to me as well. And I just have to say, Taylor, that I have felt that word so acutely, specifically, as it relates to this topic, because, you know, we're in a scarcity industry. And we had been wired to be scarce, you know, scarcity minded. And so I think many of us even maybe perhaps the bravest and most tenured among us, still have trepidation about speaking up on this topic, because it's so taboo. But the thing is, is in what we're going to do today is we're going to unpack some of the effects of this type of behavior, there are financial effects, there are mental health effects, there are scaling effects, the power dynamic is is just mind blowing. And so, yeah, I want to dive a little bit into like, what are what is the overhead myth, I mean, in for us, it's really about these ideals and structures, again, that have been hardwired into us that are so counterproductive to uplifting the missions we serve. So if you've ever heard the term overhead ratios, it's really talking about the amount of money a nonprofit spends on its mission, versus the money that it spends on overhead cost, overhead costs, could be employee salaries, they could be administrative costs, rent, it could be your tent, at your golf tournament, whatever it is, and there is just sort of underlying unspoken understanding that donors are going to expect charities to maintain a very low overhead like, and perhaps that that base is around maybe 25% of total expenditures, you know, we can't go above that total. And in nonprofits who do are criticized for high overhead costs, but that is a very limiting belief. And I would love to get now you're in John's thoughts on what that is actually done systemically to contribute to this overhead myth? Yeah, and