 How do you keep an eye on progress over the long term, when you're working three transformation efforts? So, some ways to really think about tracking your progress over the transformation efforts, which could be anywhere, usually about three years, if not more, when they're really starting to take root. You know, there's a saying when you take on a big project, what's the quick wins I can get in the beginning to build the right momentum, and I don't know if that's exactly right when you're thinking of a three year transformation, right? You don't necessarily want just the easy win. You need something that's going to be cumulative for progress going forward. But I think what's critical is how you break this down. So you have a three year outlook, then you're going to break that down into what you're going to achieve annually. You're going to rank the priorities, then you want to start thinking about that quarterly. And I think the other key there is usually these transformation efforts involve more than one department. And so how are you integrating these priorities across each department, when one department may have the full budget, may be air quote responsible for the main project that year, but it really impacts all the rest of the organization. You need to really be thinking about how you're integrating that work over the course of three years, and that it becomes a shared responsibility among the executives that they're all giving support to each other throughout. But it would be, you know, up to that one person to make sure that if you had an integrator in the middle of all of that, to be reporting on those quarterly outcomes, did we make progress? Where are we slipping? The reason we say quarterly is you really don't want to get too far along the path and realize something's not working. You need to allow yourself time to adapt, change, see what's really happening in the realities on the ground. You know, you might get a huge windfall from a grantmaker that you didn't expect, which could allow you to do more than you thought. And conversely, maybe something breaks out and there's a new urgency that you have to go handle with some of the budget you had expected, but you want to make sure you're still tracking on the path, reporting out, but then also making sure you have the ability to flex when you need to.