 George, this is crazy. You have over 33 years, you've built up a lab, the church lab, and your lab has 100 people now. How do you possibly figure out how to manage this? This is important because we're moving into these labs. Ed Boyden has a really popular now lab. We have more of these labs popping up with these really roaring groups of scientists and engineers, intellectuals, pushing the boundaries of knowledge. We want to know how to best design the frameworks and the flows of information in these labs. Maybe we start off by asking you, here you are running this lab. How do you pick what to research and how do you delegate research to other people? A lot of this has to do with co-mentoring. I co-mentor with Ed Boyden and Bob Langer and Sangeeta, but we help each other out because we're running similar kinds of labs. There's co-mentoring within the lab. You don't necessarily need a big hierarchy if you've got good will. I select for people that are nice. That's one of my first interview questions or discussions is how you achieve that kind of environment. You want to have an environment where failure is an option, but fail fast and get on to the next thing, do a bunch of things in parallel. It's like the lesson of biology is not to make one prototype but a trillion prototype. It's hard to do a trillion projects, but you can at least do more than one. Have a real group size of about three. The hundred is just a bunch of groups of three that have interdisciplinary teams. It's hard to make an interdisciplinary team out of disciplinarians. It's easier to make it out of people that are themselves interdisciplinary. If you have two people that know two different languages, even if there's no overlap of any of those, they know how to gain a third one. Each gain a third one that's a shared language and then they can build up this network of people. Then you can decorate it with a few disciplinarians at the end, but the major network of know-how I think has to be people who feel comfortable with two or more fields in their own head. This is like molecular biology and computer science maybe something like that? Philosophy or ethics and medicine or optics and genetics so you can know the three initial structures of the genome. Once you get used to it, then it becomes good at whatever you do. If you have a lab that does interdisciplinary stuff and does entrepreneurship and really generally has its sights on transformative technology, then something that seems like science fiction becomes more routine because that's what you do every day is you transform things that look hard, things that are actually easy. You don't want to be actual heroes, you just want to find the low-hanging fruit and help everybody get to.