 We try to behave as a challenger brand, you know, big company behaving aggressively, trying to do the right things for our brains and consumers. Being a challenger is not a state of market. It's a state of mind. When we first started, we kind of didn't launch to like huge fanfare and say like, we want $100 million to blow a marketing. Let's do it. We started with the marketing budget of zero dollars. And so you're forced to really concentrate on pricing, assortment and virality and just kind of that word of mouth in the early days. We think that the way to build a modern brand is to consider the consumer, the community, we call them our members as an extension of our staff. As any kind of brand, you need to be as intellectually generous as you can. You need to inspire your base. And if you do that, community will come. Our marketing approach is very much based upon issues advocacy. So we start with our own values. We start with what do we believe in? What change do we want to see? The flipping of the P to the B for iHOP, that took some risk. But again, it was a calculated risk. We did it with a sense of humor and a sense of fun. So that when ultimately we popped the balloon and told people that we really were iHOP all along, it was something that they'd feel like they had fun playing along with us or playing along with us as we call it. We're not the biggest spenders in the world, but we still spend into the millions of dollars in marketing. I love that to be zero still, but the reality is to build awareness, you have to spend some money. I think it's fascinating because that's where the challenge brands, they have a chance because scale doesn't mean anything. You can do a very explosive idea with few dollars. I think often marketers tend to get a great resource and then try to tell them or edit the work so much that the brilliance ends up being dulled down and then it doesn't really, I think, benefit anyone. Transparency has been really, really big on our agenda for already 30 years. Every belief that people have a right to know what's in their products. I think one of the best parts about sort of the entrepreneurial adventure was that we didn't know what was ahead. We didn't quite understand the heavy lift that was in front of us and I think had we understood how heavy the lift in front of us was, we might not have walked into this space and so I'm so glad that we didn't know. I'm so glad for all the things that we didn't know. I think technology has been that kind of level setter or that enabler for everyone to be whatever they want to be and it sounds crazy, right? It sounds like a Wheaties commercial actually. We are not resting on any laurels. We know we have to keep innovating. We have to keep inspiring. We have to keep moving forward and yes, we've been around for a long time but I think we've only scratched the surface of what we can do and how we can grow as a company and certainly we have ambitions. I think we've earned the right to become an iconic global brand.