 Change takes time, but my budget is time-bound along with my annual performance goals. How do I manage for change in transformation over the course of several years? Yeah, I love this question. I've been thinking a lot about it recently with just those that annual budgeting and the annual performance planning and how that kind of silos capabilities over the course of time. A lot of what we come in and work with our clients and prospective clients about is getting them to start thinking about a portfolio. Don't take a single project in time, but how does that fit along with everything else you're trying to do over the stretch of time? And how do you balance that each year you're making cumulative progress rather than, yeah, I spent my budget the way I was supposed to, and yes, I succeeded on my goals, but next year we got to start everything over from scratch. Because we didn't put it in the right way or we didn't think about how it could integrate. We didn't think about the impacts to staff, and that's really important too. So I think a big point there is you could say, when you know you have a budget in year one, this is what we like to do with our road mapping, right? And we look out three years. Well, that's known. You have an optimized year two, depending on what budget you can get. And then a kind of outlook for year three. But what you'll do at the end of year one is you know those priorities that you set for two and three. Then you can sort of say, okay, well now my budget's a little less, let me take a little off or push more to three. But I know what was most important in year two. So as long as you're always able to come back and rank those priorities looking at each year, annually leading up and going cumulative and showing results to leadership. I mean, I think that'll get you a lot of distance.