So first, I think it's been long overdue. It's been great to have, you know, leaders, as well as investors sort of think about, you know, what has been the mental toll on workers of, you know, badly organized workspaces. One thing that's been surprising during the dynamic is to be on calls with CEOs with everybody was certainly surprised that only a third of their employees were engaged at work. And, you know, that's been the case for 10 years. So all of this has been sort of around for for a while, and, and like many trans COVID, has exacerbated in our earlier conversation. You know, I think the a lot of the the aspects that you've mentioned, are very much downstream, which is, once the damage is done, what can I do to make it better, which I think is absolutely important, but I think at some point, moving upstream to why is it that people are finding it difficult to manage stress at work? One reason why people are finding it difficult to manage stress at work, is that we're coming as different people. And I think as CEOs and as leaders, as as colleagues, as friends, as suppliers, you name it. I think if we all acknowledged that we're all operating at 80% of our cognitive capacity. It would help us think about what is now needed in order for us to operate. The problem is we're in a capitalist system that operates you know, at 120% capacity. So this notion of slowing down, is difficult. One thing that I've tried to do and encourage others to do is to think about the stress that you're producing on others. So a good step for SEO beyond providing, you know, mental health, health apps is for sure to talk with their HR and finance directors to make sure that you know, mental health leaves are clear that resources are communicated to employees, a lot of companies have great support mechanism like employee assistance programs. And you know, you went up like 6% of the employees actually trusting the system to call. Yeah, so educate them about the resources that exist, think about the research, that would be great. I think, for example, enabling people to get sleep studies, if you think of Steve as really, you know, some, some psychiatrist think that it's, it's a really, killer app is a terrible expression. But it's absolutely fundamental to good health, total good total health, you know, enable people to get sleep studies, get it reimbursed, have the CPAP machines be reimbursed, think of these things that could be concretely better from a benefits standpoint, enable people to see their therapist during during the day, you can talk about the destigmatizing. You know, you can come forward as a CEO. And then we've seen some CEOs do it. I think it's a lot harder for entrepreneurs. Because so much of the success of the company relies on you're performing at 120. And so I think if you're coming out as an entrepreneur and say, These are my struggles, it's a very difficult, it's a very tenuous balance to do it in a way that inspires confidence, but doesn't cause panic. Same thing with your conversation to your, to your investors, once an individual and I think your question was sort of, you know, once the damage is done, if I can formulate it this way. I think making sure that the employee feels supported and accepted, I think having a conversation treat this as you would a physical illness, which is I understand, you know, this is a difficulty. Make sure that they get the resources that they need. And then I think a third step is to think about what are the processes within your organization that are actually worsening stress. So when you look at the World Health Organization, and Gallup also did a survey about what causes distress for people at work, the employers thought it was long hours, and low pay. low pay is certainly a source of stress. But for employees, it was poorly designed tasks. So poorly designed can be I'm not the right person to do it, or you're giving me 12 hours to do something that you know, actually would take 24. And I'll probably have to sleep in for a few hours in between.