 We've always been a pretty scorecard centric culture here in developer division at Microsoft. We looked at bug counts and we looked at, hey, how are we doing on Loak across all these teams or various elements of our business? Do we have a lot of customer support incidents? Things like that. I feel like now with our service on the Cloud, we have so much more data possible and so many new things to think about in terms of how our product and how our customers are experiencing our product. That it's been really important to create scorecards to say, this is the data that we care about. Like this is the way to focus people. So we have scorecards for our business goals. We call them monthly service reviews. They include health scorecards, they include new customers we've acquired through our marketing campaigns or websites, their conversion into real usage, their retention over time, if we've lose them what the analysis is there. So that's our business level. We also have them at the feature level. I deploy a new feature, are people using them? Are they using the feature? If not, how many people are repeat users? So we have scorecards around the feature usage. Then we have scorecards around the live site process. How long is it taking us to resolve incidents? Are we finding it through our own detection and diagnostic measures or are we finding them through CSS or real customer experiencing it? So we measure that very closely as well. Then we have scorecards on what we call engineering debt, which is corners that were cut in order to deliver something on time, which is I'd like to say we never ever have to do that because that's the goal. But what happens is, yeah, we shipped that feature with some known bugs that we knew we had to fix, or we shipped that feature and we know that there's several content changes on the website still needing to be done, or we know that we have some live site issues in an area that we have some preventative ideas on how to deal with them. So we roll all that up into an engineering debt scorecard to make sure that we balance that with the backlog and we're not overly focused on value delivery because reliability and performance is also a huge customer value that we need them to take for granted. If you throw up a scorecard and there's a red on it, it's just the culture of the team to go, why is that red? Okay, let's go get that down. So by metricing our health and our progress and our business goals and all of that, people see the trend lines, people see the red, and they're energized about how can I go make that better? So I think in general, it's going to help us deliver a better product to customers, both quality, reliability, as well as focused on features that customers care about.