 This afternoon is a chance to have a direct dialogue with the Chief Master Sergeant of the Air Force. Thank you. Hello, hello. Can y'all hear me? What's going on y'all? How are you? When I came in our Air Force it was very different. Back in the early 90s we had at that time almost double the amount of airmen serving in the United States Air Force. Back then we were focused on really three primary domains, air, land and sea. You had to be strong. You had to have strong armies, strong Navy, strong Air Force and really that was it. And so what I might offer is 2022 and now here we are in this inflection point in history where it's not just good enough to be strong in air, land and sea, but you have these other domains called information, cyber and space. And I might offer that if we lose in any of those last three domains we lose, period, right? You can't even generate air power if we lose in those last three domains. And that's why when I say, hey our job is to compete, deter and win from the National Defense Strategy I would offer we cannot do that without our cyber and IT professionals, period. And because we're at this inflection point in history, General Brown penned his eight page strategic approach when he first got in the sea called Accelerate, Change or Lose. And he said, the way we're going to get after it is these four action orders, airmen, bureaucracy, competition and design. What's our Air Force need to look like in 2030? What's it need to look like in 2035 and 2040? How can we make sure that our force is what it needs to be to be able to defend our nation and be the force that our nation is going to require of us in 10 years from now? We cannot continue to play the short game. We have to be focused on the long game. And I'll tell you that from my seat that's absolutely what we're focused on.