 For me as a leader, my number of priority is to hire, build, and develop the best team in the industry. That's the goal I have personally, and I think that precedes every other goal in my list of priorities, because if I get that right, then the other goals pretty much fall in line along the way. Strategy, people will figure it out, execution will happen if you have a very driven community, customers will love working with you if you have great people and great leaders on the bus. And what would be the recipe? And you can just highlight a few ingredients there for a high performance culture. A culture which is built on transparency, openness, and I'm very open about this, which is no politics. And a culture which is a meritocracy, which encourages belongingness, which encourages diversity, which encourages people to aspire and reach their full potential. And a culture which holds people accountable, really. So these are the foundational building blocks of culture, which I think are so important. We have four-eye values, which is integrity, intensity, involvement, and innovation. And again, those are very foundational, and these things that I described to you pretty much cover all of those four-eye values. But that's very personal to me, and I certainly believe in a very open, transparent culture which may hold each other accountable.