 What do you think are the key takeaways from your journey to being Europe's number one, the most important things? Can you speak a bit more on them? What was the thought process behind them? Yeah, sure. So when I looked at the business, it was pretty clear for me that when you scooter last only, let's say a month at that time by competitors, but your revenues pay off the scooter after three months, you don't have a business model, right? Right. So the question was, can we increase the lifetime of the scooters to actually make money on the asset? Otherwise, you have to deploy more and more scooters. So in my example, you would have to deploy three times assets in three months, and you will never make money because you need three months to make money. So that's why I said we need to increase the lifetime to six months minimum to make a two X on the on the on the investment capital of the asset. And that cost a very different approach, how we're going to run the company. So we said we're not going to use any geek working economy, we're going to have the own operations in our hands. So we will have a warehouse where we will pair the scooters. Because the geek working economy is structured in a way that private people take scooters off the road, charge them in their home base. And then they actually don't really care about quality and there's this crew lose or whatever. And they don't repair. But if you want to offer a mobility service, you need to take care of your assets. And that's why you have to see them in a in a very regular way, like an inspection. So you can repair and fix things. And also you want to offer a very safe service that you guarantee to the customer that's well maintained. So with that, with that approach, how we started, and we were the only one in the industry globally who took that approach of owning the operations and having own warehouses and own repairs, we managed now over time to get the lifetime of the scooters to over three years. So even after three years, we can resell after a more intense repair to customers that we already have done. So we have our own brand called my tier that that sold over the last seven months, 1000 of 1000s of secondhand scooters that we use in a sharing environment to consumers. So even though after repairing and using them for a couple of time, then we even give them a second life. And that kind of shows how we think about running a business. And that was one of the success factors. I think also one of the success factors was that when we looked at the operations, we said, Okay, if we have an asset that we can repay and actually makes money, the question is, how can we optimize the operations on the ground? And when we started our first fleet of scooters, we actually had a warehouse outside of the city, where we were charging our scooters. So in the night, we have to drive into the city with our events, collect the vehicles, put it into a van and drive outside of the city into the warehouse, charge them for five, six hours, and then bring them back into the city and deploy them. And I was like, This is not very efficient. So in logistics and operations, you always try to reduce your touches. So my goal was to go to like a single or two times touch. And that's why we innovated the industry where the first one would deploy the swap of a battery scooters. So in December last year, we innovated a new scooter generation, where actually our team has the batteries in front of them, carrying it with an electric cargo bike and swapping the batteries on the ground. So you open the deck, take the battery and put the new one in. It's like, it's a very quick process, like one minute. So that that massively optimize the costs. So we decreased it by 50% of our operations. So the charging is like the main fact of our costs. And therefore, we show that we can actually in the wintertime where there's less demand, we can actually be profitable on the on the ridership basis, on a unit basis. And that was like a second innovation that we brought to the industry. So on operation was the first one, second was the swap of battery. And now we're on the edge of the third generation. And we have one pilot city of our 80 80 cities, which is tamper, which you probably know. And in this city, we destroyed the new generation called the user swapping charging stations. So you as a user, right, the scooter, and then you get a message and say, hey, you want to swap that battery, you can get the next right for freedom. So we can make rights completely to zero, which is the most affordable price you can get. And then as a user, you go to a store which is close by. So we have over 50 locations tamper where you can take the battery, go into the store and there's our charging station and just take a new battery out, which is fully charged, put the old one in to recharge. You most of the times you buy something in the store, and then you go back to the vehicle and put the battery back in. It's a process of average 80 seconds. And people love it, people do it on a regular basis. And more than more than 50% of our charges are now done by users. So we give the benefit of charging directly to the to the customer who can buy for free. And the city loves it because we're building an energy infrastructure across across the city without asking for subsidies, etc. subsidies. And the stores like it as well because they get additional revenues into the stores because people are spending money. And for us, we save a lot of costs, which helps us to be more profitable and offer better service and invest in other things. So this is an example how we always try to innovate and try to be the first one that sets the standards of sustainability and also of innovation that others will follow.