 It's really interesting that early on in the process, in companies, you kind of need that input, right? You have to know that the thing that you're going to make is going to generate revenues. I think for us scientists, we're totally driven sometimes by the good of humanity. And again, it's part of a leader's job, I think, to align both of those things. I think that sometimes the mistake is made, though, that early on we try and decide what that's going to look like. It might be 15 years hence, that's jolly difficult. And when you do these analysis of, you know, we call them maximum peak revenues or something, the only thing you know about that figure is it's wrong. There's no chance of getting it right in those early days. So as part of that innovations thing, you have to think about how is science going, how is medicine going, how is clinical practice going. And if you can bring all of these together, you've got at least a fighting chance to come up with a product that's going to be successful in the market.