 Hardware components. And how does that drive you as a company, in terms of your, and as a business unit owner, how do you, how does that inform you through your, both R&D and your acquisition strategy? Because you got some competitors that are paying big coin for companies that are, you know, relatively mature as a startup, and just look at the 2.4 billion that HP paid for three par, and you look at, you know, 2. something billion that EMC paid for data domain. You've made much smaller acquisitions earlier on in the sort of formation growth of the company. Can you just talk a little bit about that? Sure, well, I think it's a good observation. I think our software organization is very good at that. I think we get a lot of insight early as to where our gaps are emerging opportunities is maybe a better way to say it in our business models. And I think we have a very refined process that allows us to identify some of those companies very early in the process and make strategic moves ahead of when some of our competition is even thinking about it. But more importantly, we're making huge organic investments in IBM through the 6 billion we spend in R&D every year. So we can leverage that 6 billion in R&D spend, I think, in some very unique ways. And a lot of what we do is homegrown. And again, it comes back to that integration we talked about and then using acquisitions because we don't create all of the best IP in the world and building out richer and more complete solutions through that acquisition strategy.