 First of all, how many of you have you seen my programmer anarchy presentation? Nobody. One. You heard about it, but you haven't seen it. It's too bad. I think I did that last year at the conference. The sort of thumbnail summary of programmer anarchy is we get rid of the business analysts. We get rid of the testers. We get rid of the project managers. In fact, the programmers have no managers at all. And it works really well, which is scary for an audience in an agile management conference, which is why they didn't put it on the schedule apparently. For the programmer side, they think it's a really good idea, though. Yeah, so actually, may have questions about that, right? Yeah, so I did this at a London startup called Ford Internet Group, which was 35 people. And I joined them in 2006. And when I left in 2011, there was 470 people. So kind of one of these explosive things. And sort of my job there was to make sure a process didn't happen. So I got enough gray hair. I'm old. So these are the things that allow you to make sure nobody else tries to take over. So I kind of took over, but make sure nobody else took over. And then make sure you didn't have a process, two-inch process put in place. Part of my career I was actually in IBM. I did 17 years in IBM. Fun time. If I had a lot of fun there. But part of my role at one point was process. I had process responsibilities for defining processes. So I got to know a lot about how to build a process and how to make processes work. But I also learned something interesting, which is how to get rid of a process and determine when it doesn't work. So since then, I've probably killed more processes than I start. I think I have to make up for all those years in IBM. So when I go up to heaven, it's going to be balanced out that I didn't create too many processes in my life. Because I think that kind of creates health for the rest of the world when you create processes. All right, I've got to have a question. Are you a project manager? So let's start with business analyst. It's kind of like, why do I want to have somebody between me, implementation, and what needs to be done? So I mean, Craig hit on this a little bit in this keynote. You think about it. You talked about there's some function you're trying to accomplish from a business value perspective. And he was railing against the idea that all these little segregations, they lose track of what's going on. So basically, I don't want to lose track of that. If you go back to, say, when I started writing code, which is in 1968, my original clients, I'd sit down with the client and write code with them, because that's all there was.