 Now, last week the Secretary of the Navy came on the show and talked at the Naval Academy to announce a major rollout of personnel initiatives. Understand your office is responsible for implementation. Can you tell us a little bit about how we got here? Yeah, it's a great question. We're 22 months in the job, a lot of conversations with sailors and their families on Budsman around the fleet. And I think it became pretty obvious that we got a great Navy. We got sailors that have high quality, our retention numbers are pretty good across most of the communities. Recruiting continues to be very successful. We just crossed into the 90 plus month consecutive month of hitting goal and the quality of the kids we're bringing in today are wonderful. And I get that question a lot, so why change? Why would you want to change something that seems to be working really well? And for the old guard, it's a fair question. For the young kids today that are just coming in, that are looking at the Navy, do I want to make it a career or not? They're looking around and seeing some things that we might want to work on to provide more choice, some flexibility in their career options down the road. And most of all, they want transparency and the information that we're providing out there. Transparency about how their careers progress, how they get an opportunity to advance, and then transparency about how we make decisions. That is a difference between this generation and maybe the generation I grew up with. So that's kind of the why. And if you look long term, five, ten years down the road, no one can predict with any accuracy what the economic conditions are going to be. And the economy is always our biggest competitor for attracting good people and keeping good people. So we want to put things in place today, get some authorities on the shelves that allow us to deal with that when the time comes.