 Now, you gave a talk about wealth creation through entrepreneurship, black wealth creation. Can you, you know, talk through some of the main points of the conversation? Absolutely. One of the things that I, in my first book, I talk about, I talk about power. So anyone who has read my first book, Black Wealth Through Black Entrepreneurship, they will come across my power model that I talked about in the book. And that model is a triad. I call it the power triad. And on that triad, three, three lattices. One is I call it ethnic rooting. The second is political power. And the third leg is economic power. And my hypothesis is, is that until or unless that power current, that power triad is closed and completed, that communities of people will never be in a position of power. They will always be at the mercy of the powerful. And so if you look at the history of America and look at particularly the African American history, you'll find that every group in America, to varying degrees, was able to complete that power triad, the ethnic rooting, the political power, and the economic power, to complete that power triad so that they could become players in the economic race in America. The group, though, that has been held back in that formation of that power triad has been the African American community. African Americans are the only group that came in change versus coming here voluntarily. So they're the only group that has been systemically and systemically oppressed, even after slavery. People say, well, slavery was 250 years. Yeah, that's true. That's a long time. Then you had, I bet you had, you had black codes where you, where they prevented African Americans from holding jobs and building businesses and voting. Then you had Jim Crow after the Black Coast phase. So when you add it all together, in America, we've had four and plus years of oppression of people of African descent being able to participate. So what became clear to me in my research that I did, Dartmouth, was that what's missing is, for the African American community, and other communities of color, too, is the economic power aspect to that power triad. And what I, my further hypothesis is, is that the only way to build that, that economic power leg of the power triad, and thus the complete triad, is through entrepreneurship, is through the aggressive formation of minority businesses, people of color, creating businesses, creating jobs, creating wealth. And that is the only way that we can complete that economic power leg, and thus the power triad aspect. So I talk about, in the book, I talk about that because of that, I believe that our focus, our policies in terms of governmental focus, in terms of community focus, is to figure out creative ways that we can accelerate the formation of minority owned businesses in our communities, and thus complete this triad. And so I think that anything outside of that will not be productive, ultimately. Because if you look at the root causes of problems or dysfunction in our communities, in my view, it's initially spiritual, but then after that, it is economic. It's lack of jobs. And so if we can get people to provide jobs, then we can change the outcomes and behaviors of people in the community, and thus change the whole city and the whole environment. So that's my connection between entrepreneurship, job creation, and wealth creation. And I agree 100%. And part of what we do here is we try and give people practical steps, tangible things that they can do and take away from, where they can start on that path of entrepreneurship, and ultimately creating economic power for themselves. So what are some of the ways in which you've seen people successfully start that process? Well, you know, I have, I've created a training system methodology that is based upon my 25, 30 years of research in this area, in terms of what it takes to build, to not only to start these businesses, but to build sustainable business that is sustainable. You know, we, as I mentioned, we've been around for over 25 years. That is sustainable. Have we had problems? Yes. Have we, have we had ups and downs? You bet we have. Have we made mistakes? Yes, we have. But we're still here. And we're still doing things and creating jobs and creating wealth. So in the methodology that I use, that I created, I call the Wallace Four Quadrant, the Four Quadrant model. And when I train entrepreneurs, and we've trained at, you know, at universities, I've trained in Africa, trained in Europe, trained in Latin America, using the same methodology. And what I talk about in the book, and which is a part of this, this training methodology, are the Four Quadrants. And the Four Quadrants I submit and suggest in the book are areas that an entrepreneur has to pay attention to and has to develop in order to build sustainable businesses, right? And so I have these Four Quadrants that I use and use in my training. So to answer your question, I would take you through those Four Quadrants. And the first one that I, that I talk about is know-thyself, right? Is know-thyself. Because what I have found in my research is that successful businesses that are sustainable are usually businesses where the founder or the entrepreneur and the entrepreneur, the entrepreneur, they're in a business that they have, that is the strength of theirs, right? And that is a passion and that is a passion that they have. I'm a perfect example. I'm an engineer by backward, by degree and background. My strength has always been math and science. So it is no mistake that my businesses that I tend to invest in tend to be based on technology, technology and science because that's my gift. That's where my passion is. That's where I enjoy spending, you know, 18 hours a day, some cases, you know, working on. That's my passion. Right. And my gift. So almost like a national ability, like a national ability. Yeah, exactly right. Exactly right. It becomes, you know, second, second nature. I mean, it's easy. It becomes easy. And the more you do, the more you do, the easier it becomes. So I talk about that. I talk about the physical self. I talk about the intellectual self and I talk about the spiritual self. And when my book first came out and I had this concept about the three selves and I had spiritual self in there, I got a lot of heat from people who felt that a discussion on spiritual matters had no place in the book on business and entrepreneurship. Now that has since changed since the 80s and 90s. But when I first got started in there, it was a lot of pushback on that. But I held my ground on that. I said, no, this is what my research tells me. And I believe that it's important. And so I cover that in my training, but that would be included in what's called Coordinate Learned. And then in Coordinate Two is Know About Plan, Know About Plan. And what is that? The plan is, as I mentioned in the book and in the training, the plan is simply a bridge, right? It's a bridge. And what does the bridge do? It bridges you, the individual, from where you are today to where you hope to be in the future. So for example, sir, when I was at IBM, before I left IBM and started my own company, I had to create a bridge. And I was working at IBM as a systems engineer, making good money, you know, on FastPak to promote 50 management. Absolutely. Yes, sir. And that was fine. I had a good living with doing that. But my passion, my desire was as an entrepreneur. So I had to put together a bridge, how about a bridge from IBM to becoming a tech entrepreneur? So that plan I created became that bridge. And so Coordinate Two goes into a lot of detail on the planning. You know, how do you plan that bridge so you can move to where you are today to some future, you know, event that you hope to achieve. And so that became, that's Coordinate Two. It's a lot of aspects to Coordinate Two that, you know, time will permit me to go on to now. But it's very, very important. So that's Coordinate Two. And then Coordinate Three, I talk about no guy, no guy universe, right? And what I mean by that is that success in business is not all left brain stuff, right? It's also right brain stuff, right? You know, they had this new term, they call it emotional intelligence now. So that term was out when I was writing this. But it's the same kind of thing where what I say there is there are principles of success in your market and where you operate that you need to understand and leverage to your benefit to be successful. And so in Coordinate Three, I talk about what people, what are those principles? So the book you have, my soulful book, that was my attempt to put more flesh on Coordinate Three, right? What are the principles of success that you need to understand to be successful? And that's Coordinate Three. And then Coordinate Four, the last Coordinate is no guy resources and make them by own. And what that means is that you and I cannot be successful by ourselves. We need help. We need people to help us. And I tell people, I have interviewed a lot of people over the last 30, 40 years, but in my research, and I have never met a man or woman who said, or who said, and who could say that they became successful on their own, that they had no help, they had no mentors. Every single person I've ever met will acknowledge that there were people on the way to help them. And so the science of how do you get people to help you? How do you get people to work with you? How do you get people to partner with you? Well, that's a science and an art, I would argue. And so my book on Alliance Systems Partnerships was another attempt to put some flesh on Coordinate Four, which is how do you build alliances and partnerships in your business and how do you do that effectively so that they can be sustainable and can help you. I can tell you now in my businesses, everything I do today, I have partners. I do nothing by myself anymore. Every deal I go after, every investment I make, I have partners because I have learned the power of partnerships. And so I've learned to leverage it and use it to my advantage.