Yeah, yeah, I think it's such an important question. And admittedly, you know, in my graduate degree, literally nonprofit management, mergers and acquisition was never talked about, right? It was not. It was not a conversation that folks were having or like how to do it. So as we were building Lunar, there were a lot of underlying kind of like systems norms or normative behaviors, maybe I'll say that are intrinsic in the nonprofit sector. I'm a if you're familiar with Gretchen Reubens, Four Tendencies. I'm a questioner. So every time I see something that is like curious or maybe ineffective or inefficient or not optimized, I'll like ping it and be like, Oh, why does that exist? Does it, can it be something different? Right? And so when I was looking at the philanthropic landscape, and I had this vision of building a sustainable nonprofit that yes, absolutely, we were going to need to be subsidized in part by philanthropy and that was going to be an important part of our work. But was there an opportunity for us to build more earned revenue strategies to be not so dependent on on our grantors and to individuals, for example, because if you're in this business, you know, one of the only constants is that philanthropy is always changing, attention is always changing. And at the core of it, you know, we have to do a lot more with $1, we're gonna make it stretch, we're gonna make it do more, we got to like, pay ourselves, we got to not burn out, we got to, you know, we got to still be at home, we got to be at all the events, we got to do all the things and, and it's a super challenge. So when we were building, it was like, how do we think about our long term sustainability? How do we think about the wellness of our staff? How do we think about the wellness of our entrepreneurs, because we were trying to teach these entrepreneurs how to do good and to be well and to work on their, you know, financial mindsets, and to build confidence and all these things. But like, our our sector wasn't really built to support us to do that either. I started looking at, you know, if if we're going to be able to be responsive in this economy, and it was changing again, quite rapidly, right, like COVID, had a huge impact on all of us. We're in Minneapolis, Minnesota, this is literally the epicenter of America's social and reckless racial awakening. And, quite frankly, we benefited from that, like when, when all of a sudden, all of the media companies were going like, oh my gosh, we don't know any black entrepreneurs, or the corporations were saying, Oh, my gosh, we had no idea what it was like for Black, Black and brown entrepreneurs or indigenous entrepreneurs in our community, like, can you help us connect to them? Or how do we help them or, you know, all of those things, they came to us, and we really like benefited both, you know, service wise, and financially and whatnot. And we knew that was a moment. So I started kind of looking at like, okay, what are the options here for us? Um, at the same time, again, capital allocation has always been my passion, I had been executing this multi year research study on how do we better allocate capital to entrepreneurs, and specifically historically under invested entrepreneurs, and was in process of launching a venture fund that was going to do just that, you know, in my research, I had found that like, looking at, like where I wanted it to be, and to have true impact. And you know, I love a good theory of change. And so to be able to actually execute on that I needed to be outside of the nonprofit, and I needed to kind of be doing some of the same work that we had been doing inside of the nonprofit sector, which is like educating folks on on entrepreneurship and soft skills and, and educating philanthropy on kind of the wicked problem that is like building a business at large inside of a greater context. And so that meant that I needed to, if I wanted to go and do this capital allocation work, which I'm very passionate about as well, we needed to be thinking about the future of the organization, not just, you know, under my leadership at present, which at the time, this was, like a year before I was planning to exit. But in the next few years, and the next 10 years, I had this vision for what was going to happen in the next 10 years. But as I looked at, you know, all of the strategic planning that we had done, the three years before that we'd met all of our goals that we had for those first three years is like a baby nonprofit. But I was having a hard time seeing how we were going to get to that 10 year strategy without being in community and in concert with somebody else, or, or under like really radically different leadership. Again, I knew I knew I wasn't going to be the the long term leader in this. But there was something the puzzle pieces were not connecting, right? So I embarked on kind of this big, I think, for lack of a better term research project. And the way that I problem solve is by going and talking to everyone, I want to know what problems they face what advice they have. And then I distill that down for like, what works for me in this scenario. And that was really kind of got us to the point of like, oh, an acquisition is an option, which in hindsight, you know, I was like, Well, that makes a ton of sense, then we could just do this work in concert with somebody else and be additive to someone else's mission. Because the reality is, is so many nonprofits like we get started, I got I started our nonprofit because the other folks in town, were not doing the things that I thought were necessary in order to support entrepreneurs and the way that I wanted to support them. And the way that I was hearing they wanted to be supported. It's not that those organizations weren't good. But we were we they were, they were doing this work, you know, over here on one side, and I wanted to do this work over here and on the other side, but ultimately, I knew eventually we would have to come together in terms of whether that was shared alignment or mission or something else. So we started out as Minnesota's first inclusive accelerator, we are no longer alone in that and that's great. When when the idea of of saying like, Oh, well who who else in the community is aligned. Maybe has things that we don't, maybe we have things that they don't and that kind of like really catapulted this bigger year long work of that was always one bucket, I should say, talent was always another bucket that we were constantly exploring, right of like, is it a replacement? Is it a transition process? And that's, that's a whole nother story in terms of like succession planning that I had, like, in my head been doing for a while that did not, you know, the acquisition was the better strategy for us.