 Have you been able to take a step back and think about your legacy a little bit? Yeah, yeah, I mean I think about it all the time. This is one heck of a story. Yeah, I mean everybody at Chobani, we are really proud what we do. We wake up every morning, get excited to go to work and do things and go back to our families proud, you know, we want this to continue. We want to make sure that while we are acting in the world of business, we provide food for people, we create factories and communities and I love this country. I want to make sure that whatever we do, it helps and stays too long. So Chobani, I would like to see it long, long time going. But the way that I look at it and everyone at Chobani is the same is, for us, of course we are in business, we love making money, we love investing, we love expanding, but we have a reason. Reason is, can we make a changes, small or big, here, at home, in our communities and around the globe. And between that and my personal passion on working on the refugee issue, you know, globally, brands are powerful, business is powerful, work is powerful and that's what we want the legacy to be. One of the most interesting things I think to your story is that you have not necessarily taken outside money, you have not sold out. I mean, thinking about your legacy, do you want to be a public company? Sure. I mean, you know, today we don't have that kind of plan. But I think there is a benefit of being a public where it becomes, you know, sustainable going forward. But there are some, you know, some disadvantages of that. I really have this open mind. And this year, we have a golden moment, we have plants, we have plant, we have a most amazing management team. You know, everything's aligned and business is growing. We want to take advantage of that. So we're not taking our eyes off from what we do every single day. But next year, year after, the next few years, me and management and the board will decide what to do and we'll do it.