 change that, the step change that we need to get to is, I think we're all pretty good or great companies are pretty good at measuring against the specific initiatives, you know, how many of this and how many of that. But I think if we can get to a point where we could measure that when you have a diverse team, a diverse company, truly diverse, truly inclusive, that how that actually benefits and affects the real profitability or the real performance of the company, then at that point when you can draw that correlation and that's where I think some of the measurement is still lacking. When you can do that, I think that we will go from doing a really good job to doing a great job because I think it will be self-fulfilling when everyone realizes that having a truly diverse team company actually gets you to better results and we can quantifiably measure that. I think at that point we will go from maybe running to sprinting and I think we still need to do a better job to get there. It's going to happen now because I believe that if you don't look at as a separate function, I think the danger is looking at DE&I as a separate function. It's something we do over here. DE&I is about ensuring that your company is innovative, is relevant and is performing well and if you look at it through that spectrum, it is a priority for the company. There's not a company out there that doesn't want to have more profit, lower cost, better able to attract amazing talent and if you actually understand that getting there means a focus and a priority around DE&I, it has to be at the forefront of any great company right now in my mind without question. It's the same. Profitability means a true focus, a real focus and as Simon said, an authentic focus on DE&I and not just a separate measurement.