 The, you know, the life experiences that you have of being the officer of the deck of a destroyer in the middle of a monsoon in the North Arabian Sea, you know, a thousand yards off the stern of a carrier doing plain guard or something, those stressful situations, and you know, your civilian counterparts don't have, they don't have that perspective and experience, and then often the leadership training and skills that you have are so much more advanced than your, than people of your own age who just came through, who just grew up as a, you know, in the civilian and normal college environment. For example, when I got to my ship, the Fletcher I was 23 years old, I was the youngest person in the division as a division officer, I had 35, you know, 35 guys, two chiefs who were all older than I was, I didn't really know anything, and all of a sudden you're responsible, you're accountable for the performance of those weapons systems and the, you know, health and well-being of those, of those, of your sailors, and you need to be credible. You need to be a credible leader from day one to be, to be effective, and that, that kind of trial by fire throwing you into, into that, into that experience, you know, while standing watch, while being responsible for a, you know, a billion-dollar ship in the lives of 300 people while you're out at sea, really, you know, gives you some, some, some great experience, and anything that you then encounter in the business world doesn't seem so, you know, terrifying or, or, or, or life-threatening because you've gone through these other, these other types of experiences.