Challenges are always numerous. So filtering the greatest is a tough one. Everybody will say that speed of delivery is a big challenge... I guess in some sense that's more in my view, like a symptom than the problem. So trying to peel back the onion into why and how to address that. So the sort of multi-prong strategy, and when I left I wrote, with my team, a paper that sort of outlined a few pillars or categories, it's on my LinkedIn, if you want to check it out. But it's to be able to address how we sort of... the playbook at a strategic level... it'll list a bunch of examples on... this isn't just sort of like an ephemeral sort of theory, this is really executed. And here's some specific examples on how we did it. But sort of thing one is getting very focused on driving towards delivery of a specific capability. So quickly defining what that product is, and then getting it delivered. How is the next sort of question? So that's the like, why slash what; the how is different so there are things that you can kind of bucket into the long term, we want to keep around for a long time, reliability has to be high, could probably be expensive capital thing. Maybe I'm building a new big nuclear submarine or something. So that's sort of another category. But to be able to address the time and the speed, when I came in, after doing a bit of a listening tour, ended up creating a process where the operational elements of the Air Force and the Space Force and the combatant commands are operational to the users of the attack, not the builders. I put them in charge of a series of technology exercises or experiments, and I put a fixed timeline on it. So where as every four months, we're going to actually be coming back out here, you're going to put us through the gauntlet of real challenges that you're facing as an operational commander, and our companies that are signing up to want to participate, and the government organized train and equip elements, the services that are gonna participate where we're gonna have to go aim and four months is a pretty tight turn to go do that. But what it does is sort of lack of, you know, what to think of the diagnosis area here is a lack of sort of general urgency and focus. And so when you don't have urgency and focus, you just kind of like 1000 flowers use or work on things. But if you get attention to go deliver it, if you're a startup company, it's like I'm running out of runway, I better build that product so somebody buys it. What's the equivalent of that inside the US government? So in that role, and one of the I think most important strategic outcomes of that was creating this culture where operationally lead not not tech requisition lead, but operationally lead exercises in experiments that that pull the tech community, the companies and the operators and the acquisition personnel all together, created these fast cycles of customer, producer, requirer, or buyer conversations happening, and there's just no time to sort of fritter away. You literally have to deliver, otherwise you're embarrassed if you don't I mean, part of that's a serious factor. So I had very big names, some of the largest companies in the United States, bending over backwards, in addition to small companies to go produce and deliver and make changes to technology, in these very rapid cycles that got the mission, got excited, lots of people watching it, and then the opportunity to then transition that into, you know, programs or direct commercial procurement, that is sort of was the next step there. But that's sort of like the why and the what, let's prioritize how, let's get a sense of urgency, that's a mechanism to do it, that was pretty successful, to be able to get there. And you're trying to build out in the context of the government and the Defense Department, the intelligence community, equivalent sort of pressures, and focus that are sort of caused environmentally for different reasons, if you're in the business world, or a startup world or an investment world, and then use those sort of refining fire type opportunities to then go produce something and get it out there. Lastly, I'll just mention on that point is, I went around and was very surprised, by the number of acquisition teams across, I'm not calling any individual service, it's just across the DOD, where I met the acquisition teams of the program, executive office teams, and they had never met an operator or an end user, the closest they got was a requirements paper from some intermediary that then tried to interpret that, but the distance between the customer and the buyer, let alone the builder, way over here, was so great. And so bringing together those communities, I think would be the last thing I'll just mention on on a problem and challenge where we work to overcome in for our service, then I began to put, instead of program managers, I started having product managers, so you care about building something, not simply managing the schedule. And then I also allowed operators to be in charge of that. So to be product managers, and so there would be a mix of the customers actually running the overall product teams as well as people who were well versed and acquisition expertise doing as well. So you basically put people in where their expertise and strengths shine, and bring them together.