 You're better off sitting here with one well-aimed shot. So my platoon was tasked with screening or conducting a screening mission at 400 Liggett essentially observing and reporting on enemy movements in the area. We were tasked to go up against an enemy mechanized armor company and essentially report back what we saw and kind of, you know, survey the area, if you will, to and pass that information along back to the battalion. So the small UAS operators being, you know, integrated into the platoon was a huge help. And, you know, I don't really see how we could have achieved our mission without the use of them or, you know, it would have made the mission success significantly harder. You know, and within minutes you can begin surveying an entire area, looking down avenues of approach for any kind of enemy movement. You can record, you know, areas of interest and upon your return, you know, give that real-time information to, you know, that next echelon leader for them to be able to make a more informed decision about, you know, flowing in, following on forces, or it really just gives you better situational awareness about what's going on within your battle space. So I can't credit them enough for, you know, the capabilities that they bring to the platoon. Yeah, so within my platoon we have three staff sergeants, very capable staff sergeants who, you know, have a significant amount of experience under their belt. So compared to a traditional rifle platoon, you know, they are able to kind of do things a little bit more decentralized. You know, I trust them to push out further and with a significant more amount of commander's intent and less detailed instruction for them to, you know, essentially own their part of the battle space. So, you know, I don't think we could have covered as much ground as we did if I didn't have those senior leaders in the positions that they were at. I think this was probably one of the most, this was definitely the first force design exercise that we were operating in such a distributed manner. You know, before we were working in a distributed manner it was a little bit smaller scale. So I think this really put to the test how well we're, you know, we'll be able to operate in the future for, you know, working so far apart from each other and kind of put the platoon commanders a greater challenge of, you know, advice what they would normally face in a normal rifle company. You know, platoon commanders and platoon sergeants and squad leaders are being tasked with things that can affect, you know, strategic level operations. So I think it was a really good opportunity to put everything that we've been doing during this work together and see where we were at and see where we need to improve upon and see the things that we did well and build upon those as well. So, yeah, but I enjoyed it. WTI is weapons and tactics instructor course and essentially they're training to create experts in air and ground tactics. This strip map iterations biggest difference is obviously the terrain, but on top of that there's more stress on the command elements because they're operating in such big distances between the companies. And at my level, the squad level, the biggest difference is probably tactics between training in the desert and training where we're used to training in the woods. The ranges here in Yuma are more enabling for larger assets, especially on squad ranges. For example, here we did a squad range and we implemented 81 millimeter mortars and 50 caliber machine guns into our squad range, whereas in Lejeune it's unlikely that we get that opportunity. It seems like WTI and strip map kind of bounce off of each other in the sense that they are getting to use us for their training and logistically picking up units and moving them. And for us it's good training in the sense that we're getting a lot of airtime and we're spreading out over larger distances, which is essentially what the commander's intent is for this force design in 2030.