 You can't just talk to one or two employees and take anecdotal feedback and say, oh, I'm going to change X, Y, and Z based on these one or two opinions when you have a larger group of people that may be feeling a different way. Then you run the risk of just either paving those cow pads, meaning the relationships that you already have or the trusted relationships that exist, or two, just listening to the loudest voice in the room or the squeakiest wheel. So collecting data, holistically, being really intentional about how you collect those data points and better understand the sentiment is important. And there are a number of tools out there in which you can do that. But when you're really thinking about building a culture or building a company from the ground up and being intentional about that culture, the funny thing is I've been studying culture for 10 years exclusively and probably my entire life more anecdotally or just independently. So I have a lot of words to say, but at the end of the day, and I know that we aren't supposed to use the word that much, but it really is a feeling and it's that connection and that connectivity. And so understanding and being connected to the people in your organization must come first. And so I can give you frameworks and I can give you best practices and I can start with an exercise around what makes a great mission statement? What makes a great vision statement? How do we define our values? What makes successful values? And I could talk about the founder toolkit until I'm blue in the face. I have templates out the wazoo, which are helpful to organize your thoughts as a young founder or a young business is trying to establish itself. And those tools are super handy. They are great. It helps you find clarity in your thoughts because typically a founder is being pulled mentally, emotionally in a million different directions around product market fit and sales and product adoption and building a team and all of these other things that their investors are requiring of them to do in a short period of time. And so the weight of, oh, I need to think about culture now too can be fairly overwhelming, especially when you don't know where to start or when you're just a few people and you say, oh, well, I'll worry about that later. But the reality is, exactly. Or I've worked with them before or know each other, so it's fine. But the healthiest thing that you can do is talk about it early and talk about it often. Even if it is simple or not yet defined, that's okay. It's about the really early culture definition really is about the working dynamic and relationship that you have on the team and how you're ensuring that you are giving those feedback cycles and that your communication lines are open and that you are focused on the right things. And so really early culture, I know it sounds silly or even heartless, but a lot of it is around communication and goal setting, which doesn't feel like any of that needy stuff that I was talking about because you're busy building. And so if you don't have that focus and alignment, even just between two co-founders or a founder and an early team member, you're gonna hit that wall of this isn't working as opposed to in a larger organization where you start to have a coup or a mutiny and people are like, this place sucks, right? I'm frustrated. But in those early days, when a culture isn't going well or isn't developing, well, it's because you have a communication gap or an integrity breach when one person does things one way and another wants to do them another way and that's viewed as a breach. And so it's small and subtle, but it really is at the end of the day, not at the end of the day, at the start of the day about human connection and communication. Yeah, it doesn't even seem like a lesser aspect of culture to sort of set explicit goals. Like sometimes the problem in culture is the explicit. Sometimes it's the implicit. You can't really tell beforehand. Absolutely, and oftentimes it's a combination of both, right? So there, I view culture as like a control center where you have knobs that you can tweak and dial and you have levers that you say, let's try this. Oh, that doesn't work, turn that off, turn this on, this louder, this more quiet. And it's really about that nuance and that attention to the control center. And just to clarify, because one word that was like, at least explicitly missing from your hierarchy or your listing was the like why of the company. Is it kind of like, is it encircling everything? That's like, because you know, from the why of course derives basically everything without a clear purpose of the company. You can't have any values, you can't have a mission, people don't know what they're working with. So is it like, is it integrated with the founders or is it just like, it's basically everywhere along this listing? That's an interesting question because a lot of people use why as in their cultural definition. And I don't really have a succinct answer on this. So I will do my best to not get too wordy. I think once I've been good so far, don't worry. Very, very good. Thank you for your patience with me. I believe that the why is deeply embedded in the mission and the vision. And sometimes the why changes. In all cases, all components of culture need to shift and change, even values. That's something that I learned early on in my experience at Reddit was the most effective use of values is to, they are both aspirational and inspirational but they are used to drive change in behavior. And I once thought early in my career that values should be your values always and forever. This is the core, it's our integrity component, right? But the reality is what we are saying more and more often now is that people are separating values from like a code of conduct or a code of ethics. So creating a space where for example, diversity, equity, inclusion and belonging. A lot of people want to turn that into a value. As if it's something they want to state, they want to make a statement internally, they want to make a statement externally, these are things that we value. But the reality is, is you can't encapsulate diversity, equity, inclusion and belonging into a value that you can actually operationalize. But you can make the statement, diversity, inclusion, equity and belonging are deeply important to us. And in fact, it's a table stake, right? This is something, this is a non-negotiable. We will build a diverse, a inclusive, an equitable workplace that has the feeling of belonging. And so you state that somewhere else but that's not a value. And so when you ask about why, where does the why live? All of these things are fluid. All of these things are constantly evolving and they should be evolving as you, the founder, as you, a leader within the organization are evaluating, are these things driving our business forward? Are we achieving, are we on track to achieve our mission and our vision? And like I said, sometimes that mission and that vision change or have to shift. And it's a good and it's a healthy thing. So the why lives in, I mean you said it best, you should give the long answer. It lives in every single part of what we do. That should be the reason, like I said, when your feet hit the ground out of bed in the morning, the why might be different for you than it is for me. Like I gave the example earlier about Pixar, like inviting people into a dark room and hope that they feel something. Wasn't my only why. I have two little kids that are in my bunker with me. They're a part of my why. Wanting to have a lasting impact on the world and be a part of something that is making the world better, that's a part of my why. So I think that why should be embedded in most explicitly in the mission and the vision. It's woven throughout the fabric of what it is that we're building with our culture. But I also believe that the why is deeply, deeply personal and it's okay for everyone to have their own why and still show up and as the who and the how as I describe culture, the why doesn't matter. I don't care if every single person sitting at that table showed up for 20 different reasons that are not aligned. So long as they know how they're going to get this work done together and they are aligned around the value set and the company mission, why is important, but it's not important to be individually defined.