 So, the last one is sort of a bonus, metric, a bonus use case, and the reason it's a bit of a bonus and kind of interesting because what I'm finding, the people that are in the room creating these standards aren't necessarily the people that adopt them, even in the companies you work for. So it's a hard dynamic, but it makes sense in a way because I think what you're doing as contributing these standards is you're taking all the knowledge that you have and vetting it with other folks that are in the room and then you create the standard and we're all adopting. I mean even the people that were in the room creating these standards for years are still in an adoption mode and now that I was in pre-sales, all these experiences that I shared with you were kind of on that customer facing sort of role that I had just applying and using IT for IT. The role that I have now, being an R&D, is to help shape the HPE portfolio to adopt and apply the same thinking to the products and services that we sell. So we've gone through a process of evaluating our portfolio. So this is the latest diagram and in this case, strategy portfolio level two. And what we've done is we've actually mapped our portfolio to see functionally what is our coverage. If we don't have coverage, is there a third party that can cover the space? So when I go back to my customers going forward, I don't have to start from scratch. I have a reference implementation and a diagram that I can follow to say my logic is very simple. The sales guys that are out there talking HP, if they want to sell things, they've got to talk in an IT language and an IT for IT gives them that context and that language and what we're able to do now is communicate the products that we're selling in an IT language, an IT language that you understand. And so some areas we don't have products. We have to use third parties. We don't do everything. We like the thing we do, but nobody does. And anybody read the news and the rumors and see some of our last couple of years, we're getting smaller. So we're going to be doing less anyway. So we're going to have to figure out what is our core competency? Where do we focus and where do we have and maintain our products and services and where do we actually partner and use third parties? So this, for us, is kind of really a key step for some of the things that we're doing and how we engage our customers going forward. Same thing down is done here for requirements to deploy. So we've got our picture here. And interesting story. I want to stop on this one. This is request of Phil. If you're not familiar with the standard, it won't take long. You've got books in the room. This is a request to fulfill value stream and how we've mapped it. The neat story here, our own adoption story, there's a product on here called Propel. This didn't exist what three years ago. It wasn't in our software portfolio. When we were going through this process of creating IT for IT and seeing how this knowledge came together and what needs to happen in IT shops to be successful, we had a little bit of head start by having this consortium and then before it became a true standard. And we ended up saying, well, there's a product that our services folks had created. Let's bring that over and we basically hardened it as a deployable product, and it was the same name, Propel, just a different use case. And it covers these boxes at a very high level. So we were able to kind of look inside and find out what do we do, what we not do, is there an opportunity to cover some of these functions because the market needs it. You'll also see one that's not covered called usage. You can guess. I don't have to communicate where we might be investing, right? You might know where we're going to be investing by looking at a view like this. So anyways, that's our high level internal story. We're still going through that process of implementing some level of governance, some level of analysis, some level of vetting, making sure our leadership is making the right decisions to kind of map what we do to what you do as an IT shop. It's that simple. Make sense? Okay, there's my pop-up. Forgot I had to put that in there. So Propel, new product for IT functions. And I'm just going to zip through there. I'm not here to talk about our software. Just know that it's mapped. We know what the heck we look like against this. And this is how I present my use cases to customers today. When I go to talk to people, my job, I don't sell them software. I'm not a great sale. I can't sell anything. But I can architect stuff and I can use these great assets, these IT for IT, to kind of talk to customers about what they do and don't do, and do these kinds of rationalization and transformation exercises. Functional maturity, very similar to that engineering company I talked about. And from there, because you have a set of dependencies, you know what you need to do for second, third, right? So you can, the roadmap planning process is naturally, it just emerges. You know where your biggest issues are and you know where your root cause issues are. And then last but not least is this new IT operating model. I think that's really kind of exciting. That's the part that I think is very transformative. It's the lack of that deliver value stream that has caused many businesses to source their own services in the market. Because we haven't paid attention to how they like the services, how they don't like the services, what services are commoditized that need to be in the catalog for everybody to get to. We just don't pay attention to that. We're not a storefront like Amazon. But that's the experience people want. People inside our organizations, right? They want an Amazon experience when they're engaging with IT. And we don't give it to them today. So they're going to go find it. So the IT operating model changes are actually pretty profound. And I think that's going to be where most of the, I think, value is. Other things are valuable too, a bit more tactical. But operating model is, I would say, the biggest opportunity. And so here's a mapping to some of those assets and some of those things that I talk about.