 Right now it feels like the house is a bit on fire. Ultimately I think it really boils down to the idea that higher education because of COVID-19 and the cascading implications of it, we're moving from a phase of industry, the industry experiencing disruption at the margins essentially. I mean we will feel nostalgic for the day we talked about disruption and a demographic cliff happening or some shifts in who our students were or some changes in federal policies because it affected pockets of the institution. There'd be a specific process in recruitment or a specific process in financial aid that we'd have to restructure or kind of reimagine how it was worked. But we're moved now from disruption at the margins in our industry to more wholesale dislocation of the industry. So the purpose of higher education is being reconsidered. Kind of what the actual service is is being reimagined. Who the customers are is being kind of redefined. So it's less about kind of change in pockets and kind of a total reimagining of the industry. Kind of almost think about what happened to perhaps the media industry three years ago, kind of five years ago with the introduction of Hulu and Netflix and all those types of players. We're having a similar kind of moment in higher education. And so how does an industry then contend with that? How do they grapple with it? How do they ensure? How do individual institutions ensure they don't slip beneath the water and that they kind of move fast in a boat? Kind of across us water. And I think it comes down to from a technology perspective that the solutions and the technology that they need to be have to be fundamentally more flexible. And the flexibility needs to be on a scale that is unprecedented because we don't know what the future is going to be. We don't know what the new normal, and I can't believe I just said that, is going to be. There may not be kind of a normal, no return to the mean or the median ever ever ever again. And it also then means that we need to have far more insight and data than we'd ever had before. Because you're going to move kind of quickly in new directions with precision. You need to know where you are, where you want to be, what the kind of implications are of that. So it's an insight and data and predictive kind of peeks around the corner and about the time of decision making. And these systems need to connect together. Not just a simple, let's integrate the student system with the learning management system. We've got that. We figured out kind of how to do that. It's more how do we connect the student system with Zoom so that an advisor can have a kind of click to video conference experience with a student who is now in London, as opposed to Pittsburgh to talk about which courses they should take. And that course may or may not be kind of within their university. It might be kind of a third party kind of university. So kind of that connection between the systems, that availability of data insight, and a profoundly different understanding of what flexibility kind of should be with those systems. It's a moving target, might we say. Kind of over the spring and into the summer. From the very top, from Larry Ellison, our founder at Oracle, to kind of Steve Miranda, who heads up applications. The number one priority, and it was communicated to us six ways to Sunday, was we need to keep the technology going and on and no bubbles so that our customers can worry about their core mission. We can't have ERP kind of stumbling. We can't have outages. We can't have kind of poor code going out the door because all of these things are so much more important in a crisis environment. We need our customers. We need our customers to have the space to be laser focused on their customers. So let us take care of the technology. Now we're always worrying about that at a place like Oracle, but kind of under the circumstances, we kind of swept away any distractions like that needs to be the number one. But kind of now we're in a place where we are thinking about how do we build kind of better technology for our customers so that they can find that agility and resiliency. How do we give them kind of the tools that they need to do the scenario kind of planning, the scenario budgeting, the ability to deliver kind of kind of a hybrid and high flex kind of courses and handle the administrative kind of elements of it. Now some of that is new technology, like I said. And some of that is to kind of use a kind of silly phrase. I think a meaningful one for everyone kind of out there is how do we help them shop their Oracle closet? Because they have a lot of Oracle technology kind of already in play at their at their institutions. And are there ways that they can use what they have just better? And so we've spent a lot of time with our value realization teams, with our product managers, with our customer support folks kind of help our customers use what they have just better. Because it's a hard time right now financially for higher education. So maybe you don't need to kind of buy new technology. Maybe you can just use what you have or shop your closet.