 In order to build successful products, you have to understand why your audience is doing what they're doing. You can look at data and understand the what, but until you understand the why, you don't really have the full story. And then also, I recently married and Michael's actually engaged and we serve engaged couples and we both acknowledge neither of us are the user. You have to really put your ego aside and know that you don't represent everyone in every demographic that's going to use your products. I think for me, from the five managers side, the reason that user science really is such a superpower is because a lot of our job as five managers is to get the most out of our resources, no matter how many we have. And user science really allows you to narrow in on the right problem to solve. There's a lot of problems that you could be solving, but user science allows you to narrow in on the right one to solve and then test your riskiest assumptions first. So it kind of allows you to build confidence and de-risk the project as you invest more and more into it. And if I think about it that way, you can actually save literally months and months of time by incorporating user science correctly. I think that's really the biggest difference that I've seen between mediocre teams and mediocre PMs and really great teams and really great PMs is the ability to apply user science to really leverage the resources they have and deliver outsized returns for investors.