 How do you go about building this type of tool that's involved in, I mean, it's a very complex thing, organizational culture, human temperament, human personality, psychology, all of these complex things that happens within every individual, and then put these individuals together who are there to do tasks for a single goal, to have them work together. So my two part question is, how do you go about building this and sort of make something concrete out of these insights you have? And then secondly, how do you know it's working? So first of all, it's very, very important to know the company that you're working with. You can understand what's happening in the company. When you go in Armenia, it's very easy to find someone inside a company that is very close to you, and you can get information from there, like what's happening there. And it's very important that Lucky Fair does not enter a company where there is bad culture or let's say toxic culture that HR managers usually call it. But regarding international companies, when you talk to the HR team members, you have a big meeting with HRs that, I don't know, a company that has let's say five HRs. You meet them, you meet with the senior management, kind of get the idea what's happening inside. You learn about their processes, you learn about if they have like input engagement as the senior management's KPI, or if they know what input engagement is, or if they, you might not even know the term, it doesn't necessarily mean that, but maybe you have done something towards it, right? You get the idea of the intelligence regarding input engagement at that company. And then it's very important to enter like a carrot into a company with a very, very strong and the right foundation, because we do trainings of employees, how to use like a carrot in the right way, right? Not just sending a carrot on the platform to you and saying, hey, thank you for your help. I mean, it's not enough, it's absolutely not enough. And because Lucky Care, there is input and output, many employees input the data, so that there is a good output for the HR managers and senior management for good data. So there needs to be, there must be a good usage of the platform for which we do the training. And then when we like close the deal with the company, it's not, it's not the end. We have a dedicated account management team that works with them, collect feedback from them as maybe close with the HR managers once in two months or once in a month. It depends on the company size and some other specificities. And then you learn what's happening there. You get track of the quality usage inside, the usage quality inside that company, right? So regarding the KPIs, let's say, and whether we know it works, since we have like a team that connects with the HR managers to get feedback from them, of course, you can get two types of feedback, quantitative and qualitative. When we start working with the company for the quantitative feedback to get from there, we have an engagement survey inside Lucky Care that exactly not only measures engagement at your company, exactly with the score, but it also measures the composites of engagement, what we call chemmetrics inside the platform. In simpler words, for your employee to be or stay engaged at your company, which means if the employee is engaged, we'll stay with you longer and we drop profitability of your company and lots of other business outcomes for you that will be very advantageous as a company. It is the relationship with peers, relationship with the managers. It is about ambassadorship, how proud the employee is to be part of your company. It is about feedback. It is the company open to receive feedback from employees. It's about alignment. It is the employee aligned with your company vision and mission or values. And we have like 10 chemmetrics that we measure at the company. And this is like the baseline. When we work with the company, we do this survey to understand where the company is right now, to be clear for the company and for us. And then after using like a carrot, what changes there are, right? In the baseline, you understand as a company, what your top strongest metrics are with your engagement, what your two weakest metrics on employee engagement start working with like a carrot. And then you get feedback after let's say two months or three months. It's different. It's very individual with confidence to understand it has your weakness improved or not you as an agent manager, what have you done for it? Because like a carrot shows you your parts that you need to improve and your strong points.