 What I think about the character war is that there's a lot more information out there. And there's terabytes and terabytes of data out there. Now it's a matter of how do we use those terabytes of data. And all that data is putting in the right place at the right time is going to help make decisions. We want to get to be able to make decisions at machine speeds. And how do we use machine speeds, machine learning, artificial intelligence? We can say that a lot. Those are all buzzwords. Until you actually take the data and be able to connect it and build the algorithms and tools to go with it. To provide leaders and commanders decisions in areas where information may not be completely clear. Or the aspect of information overload where you've got to be able to parse through, really find a way through the chaff to be able to put what is the right nugget of information that we all require at different levels. And the information I may need may be different from the information you need so we can achieve the objective and join all domain operations kind of concept. So it's important from that aspect that that's how shape of war has changed, the character war has changed because it's not just kinetic and nutrition. There's a lot more aspects to this and we've got to be really smarter about how we do this and be cunning in some areas about how we approach warfare in the future. You know, as a military, yes we're designed to fight wars, but ideally we don't want to be there. You know, I work for General Fogman and one of the things is we fight and win America's wars when called upon to do so. That was a quote that he said when I was his aide. And I always remember that, when called upon to do so. And so from that aspect we could have you prepared. Don't want to go to war, but if we go, we want to be ready. And that's an aspect of the balance that I have as a chief of staff, but all of us as leaders, how we balance that, look at how we use information to deter and assure and compete. And then at the same aspect be ready to engage if called upon to do so. So there's a lot of things we've learned as an Air Force in our nearly 74 years of existence. But we also got to think and look through the future about how things have changed. And we can't tightly control things partly because of how much information, how quickly information flows. We see that in our operational aspect, but I think we see that in our day-to-day lives as well. And we want to be able to have that bit of flexibility in our thinking as we move forward. And so that's why I look at the combination of the things you've learned historically, the things you also need to learn for the future. And I think sometimes we want to try to base it all on things you've already done. Well, that means, as some folks say, we'll be fighting the last war. We don't want to be in that area. We need to really be thinking about how that drives us to the future. It's hard to be innovative and risk-averse at the same time. It's hard to have mission command and be risk-averse at the same time. What we've got to be able to do as leaders is to make sure we provide our aiming with the best tools, resources, guidance, and authorities to go execute. And knowing there's going to be some risk involved. And we've got to be willing to take some of those risks to move forward. And that's how you make progress. If you do everything that's so safe and as Ironclad is going to be 100% successful, you're not going to move the ball forward. And those are the kinds of things we've got to do through our doctrine. And as we build the culture of our Air Force, we're going to build upon the innovation of that Star Air Force and continue that here into the future.