Most businesses, certainly businesses that have grown to a certain scale, you know, they will have knowledge of, like, what their sales are, what their acquisition cost is, what their, spend per customer is. You know? They they will know this stuff, and I don't think as an analyst you're likely to go into, you know, a fairly well established company and kind of tell them this. They're gonna know this. Maybe what the next level looks like is okay. Well, this is actually how they tie together. Right? So if you've got your total sales number at the top, actually, like, what are the things that mathematically drive that number? How do those different jigsaw puzzle pieces that you've got in your spreadsheet in a big long list or, like, in a big grid formatted dashboard, like, how do they actually play together and help you to understand what's gonna drive that number at the top? Because typically, there will be, like, specific KPIs that a business cares about, normally sales. It can be other things. But, you know, understanding a, okay, what two things multiply together to make that sales number? Okay. Take that first one. What two things multiply together to make that? Getting that structure, step one, I think. Maybe that's the thing that can be missing sometimes. Obviously, that allows you to have a view of, a, what's driving current performance, which we do. And, b, it helps you to understand actually what are your biggest levers to grow that top number. You might have a fascination with a particular low level metric, be it CAC, be it, spend to customer, whatever, might not be the most important thing once you put it in the context of everything else. So I think getting a sense of, you know, a, how things are interconnected and, b, actually what are the bits and pieces that are the most thing for you as a business to be working on to move that top line number. I think that's the introduction of operational hierarchy, I think is, is really key in achieving both of those things.