So I think that there's a pretty good framework that we use internally at so in that helps you kind of understand whether the activities that you are doing, whether you're connecting between between the things that you are doing and spending your time on as an organization and the impact that you want to see in the world. And you can, you can download the framework on our on our website, it's called the impact measurement framework, but it runs through basically eight steps. It's not that complicated, by the way. It's pretty intuitive. The first thing that you need to do is understand your current state. Where are you today? Where do you want to get to? And are there gaps between the two, right? So just get a good understanding of where your organization is today. And then from there, you can start establishing SMART goals, smart being the acronym like a specific, measurable, attainable, relevant and timely. If you can do that, then you have tied between the things that you are doing and the reason that you wake up for in the morning, right? So that's kind of steps one and two, and then you can attach metrics to those things, right? How are you going to measure those things? And that's where activity metrics and impact metrics come into play. Okay? So now we have, you know, an understanding of who we are as an organization. We have clear goals and objectives that represent the things that we're doing, and we have ways of measuring them. When we need to start bringing in the data to understand whether the things that we are doing are actually contributing to the activity and impact metrics that we want to see. Once you bring in that data, you can start drawing insights that data should come in from internal data based on the activities that you're doing. It can come in from external data, but once you bring that into to a centralized place, you can start understanding with whether there are specific trends, whether you have some gaps, whether you have some opportunities, and integrate that into your organizational reporting to improve operational excellence, your reporting to stakeholders, all those things, and allow you to do the seventh stage, which is drive adoption right. Having those insights, having those learnings, having better tools and better systems and better processes is great, but unless you've taught your team how to use it, unless you've taught the organization how to actually implement this into both strategic and tactical, both long term and day to day activities, you've done nothing, right, yeah, so integrating that into adoption And then creating that feedback loop of optimization. So really simple framework, right? Like, understand who you are, what do you want to do? What are the things that you're actually doing? How are you going to track whether the things that you're doing are actually answering the things that you want to do in the results that you want to see? Bring that information, integrate it into your reporting, integrated into your activities and continually optimize super, super intuitive, easy, you know, doesn't, doesn't break the the organizational mind frame, the body won't reject the Oregon it's, it's pretty intuitive stuff. So we try to use that as a good starting point for a lot of the organizations, and I would highly recommend going through that exercise and thinking about, where do you have gaps? Where are you really good? Where are some pieces that you're missing, whether it's in data, whether it's in processes, whether it's in internal training, and then starting to work on improving those areas. I