 Well, when, when a person comes to you initially, you know, exploring the idea and exploring the idea for getting help from you, is there a question that you always ask, what's your favorite question to ask, you know, somebody who's come to you for funding, whether you fund them or not as a different question, but what's your favorite first question that you ask? And what is the last question that you once again check before you decide to go ahead and partner with them? I wish I had a script like that. I don't, I'm more of a listener. You know, I want to hear the founder. I want to just really be in an active listening mode. If there are questions, it's because I'm not understanding what their product is. Okay. So, and too much time has gone by and they're not focused on the product. So I want to course correct them to talk about the product. Because first to me, I have to connect into their vision and connect into the product. Too often they want to talk about, this is a $20 billion market. I mean, I couldn't care less. I mean, we have zero revenue right now, right? So if it's a $20 billion market, you have no focus, right? Because you can't chase a $20 billion market, right? Like saying e-commerce will be, you know, $100 billion market. So be it, but what are you going to do in that, right? Tell me how you're going to get to, you know, 10 million revenue and then 100 million revenue in the next five years, I'd be thrilled and happy. You should be thrilled and happy. So the $100 billion market is irrelevant to our conversation. So sometimes too much time goes by and we are still not understanding what is that unique insight? What is that vision of the product? So if I ask questions, it is really, you know, I'm not satisfied till I understand what the product is. And if we spend enough time and I can't get the articulation of the product, then I'm actually don't pursue that investment. So there isn't the first question or a last question that way, right? That's kind of the, you know, tick. It is a, you know, a lot of small things. Sometimes you may be pushing them to get this clarity on the product and they get very irritated or they get very defensive and, you know, about it. And, you know, I know that we are not going to be successful in a board meeting, challenging the founder. Challenging is not in a bad way. Challenging so that you do better, you know, you do, I mean, if you have a sports coach or a personal trainer, they're supposed to challenge you. They're not supposed to just stand there and be a cheerleader. They do that too, but there is, you know, you shouldn't get a board member who can't challenge you and push you to your next level of thinking and next level of being, you know. And, you know, sometimes people say, oh, how can I have a good board meeting? To me, a good board meeting is where we have argued a lot, okay? Which means that there is things to discuss and it's not about everybody agreeing. And not that we need to have disagreement. That's not what I'm saying, but, you know, there has to be enough high quality debate and discussion. Are we able to do that? So, you know, sometimes in the interaction, you discover that it is not possible to have a high quality debate and discussion with the founder and that then is not interesting to me because we are gonna clash a lot, you know, later. So that isn't the first or the second question but I think generally when we meet founders, you know, I at least tend to be in a active listening mode to pick up what is the differentiation? What are they emphasizing? What is their focus and so forth?