 Canonical has been a true disruptor in this space. If you look at AppStart or Mirror, even if these projects did not succeed and did not become the default in the Linux world, they disrupted the whole community, they disrupted the market. And that's why we have SystemD today or VLAN community woke up and started working on it. So finally we may have a modern display server for Linux. When you also started the phone project, even if the project did not succeed, it gave the community a vision that they can have the fully open source phone into their pocket and now Purism Project is there and a lot of work is going on around that. So you have kind of showed people that there is a possibility they can do it. So first of all, thanks for doing that. I appreciate you saying so. It's always more satisfying to win though. Yeah, that's true, but you have won a lot of big battles so it's really impressive. Sure. No, the question that I want to ask before we wrap up this interview is that there have been a lot of stories about Canonical going public that Canonical is going to announce at IPO. So what exactly is going on? What is your long-term strategy with Canonical? Can you talk a bit about that? Look, if you look at our trajectory, more and more companies are signing up with Canonical for a portion of their enterprise infrastructure. They have a relationship with VMware, they have a relationship with Microsoft, they have a relationship with Red Hat, but increasingly they want a relationship with Canonical as well. So I'm pretty confident that over the next 10 years every major business in the world is going to have some portion of its infrastructure, both cloud infrastructure or data center infrastructure and IoT edge infrastructure is going to be honorable and supported by Canonical. So I think that gives us great growth prospects and it puts us in a position of responsibility in terms of 21st century businesses. So I'm quite comfortable that we can hold our own on the back of that as a public company. We talked internally with the team, we have different options and there was enough desire amongst the leadership team for us to go down the course of being a public company that we've made that commitment. That's the path that we want to be on. We made some tough choices in April to put ourselves on that course. It meant that we had to stop doing some things that we enjoyed doing. We've had a good start to that journey. The last six months have been good for the company. We've delivered for a lot of customers. It's a bit easier now because we've been more focused on things that customers are talking to us about. And I'm pretty proud of what the team has done in those six months. Through the course of the next year, we'll take the next step and then the timeline will unfold as it should. There's always the last question. Now you're back to being the CEO of the company. So has your role changed within the company? How is it different than what you were doing earlier? I do have a different job now. I do have a different set of responsibilities. I'm very grateful to Jane who carried those responsibilities while I shifted to focus on the product story. The team has really grown up. I wouldn't say we've gotten old, but we've certainly grown up. And so I'm in a fortunate position that there are good leads for a bunch of the different things commercially and technically that need to happen at Canonical. And I'm enjoying the new sort of responsibilities. I think we cover a lot of topic. Anything else you would like to talk about? No, that's a good set. It's nice to see you. It's good that the sun has come out in Sydney. Oh, yeah, it's been raining like crazy. And it's nice to see you too. Mark, thank you so much for talking to us today. I really appreciate it. And we look forward to the next version of Bantu and all the big things that Canonical is planning. Thank you so much.