 So, you know, the conversations are complex online and part of that is that you start out with these two strangers meeting in the dark kind of experience. You know, where somebody finds you either through Twitter or web search or through recommendation or Facebook post or whatever it is. And often they've never heard of you and you have no idea who they are. And you have that kind of first touch experience. You know, and I call that second sort of thing delivering initial value and kind of busy, but I think it sort of speaks to that kind of, you know, virtuous exchange that you're trying to have when you have a conversation like something funny or interesting and you gave them a little emotional boost or a little wisdom or education that helps them. And because of that, you know, they sort of are thankful and they want to communicate and share something back with you and, you know, as you do that you deepen understanding of both parties you get to know what they're interested in they get to know what you're want to help. And if you can continually facilitate that engagement you start to build a real connection and affinity with that person. And that's where people are willing to do more things like, you know, come to your best, you know, share that more of their personal permission with you, you know, have a deeper connection. And then once you started that, you know, maintenance is important, you know, I think everybody has had that friend who's had a life event or something has disappeared on them and that's, you know, sad and frustrating and that kind of breaks the relationship and this whole virtuous cycle is happening on the web or a digital communications scale, you know, it's not one to one it's, you know, hundreds of these at once. And I think that's another challenge for organizations is how do you actually scale, you know, personal relationships. So we move on here. Our approach to doing this is, you know, to create a mental model of what your visual memory should look like. And, you know, as far as the TKO we call this engagement architecture. And that's really just a, you know, sort of fancy term for our methodology and our approach to how we organize data. And, you know, we think there'd be sort of seven macro pieces of, you know, that interaction of that engagement. Depending on where you look at the platform or data level, you know, platform people processes and strategy are a lot about your sort of capacity to sort of work with people and experiences engagement and data are really the actual engagement you're having with those folks. And those are the things can either help hinder or, you know, accelerate the kind of connections you're building with people. So if we talk a little bit about the left side, you know, the capacity for conversations. You know, I think this is one of the places where you start to think about how you structure your data. You know, I think that, you know, platforms are often something that people focus on the go we don't have to write email platform or whatnot. You know, I think people are often something that people don't take into the equation as much and don't communicate that there's a, it's difficult sometimes and it's challenging to sort of talk about your capacity or your, you know, expertise in different areas and measure that and show people what could be done with more or less of that. And then business process plays in that to how efficient things are and often this can be things like I know, like, you know, most people have had the experience of having something ready to go and then see you or somebody sees the creative and they're like, Oh, that's not really how we want it to look and suddenly this, you know, multi-step, complex operation, trying to halt to create outreach because we have to go through the process again. And then that comes up to strategy. I mean, it's not uncommon for groups to focus on the wrong part of their strategy. You know, when I say that, I mean that, you know, sometimes people are really worried about expanding the number of people who care about the organization, and they're not actually taking advantage of the people who they're meeting. And the other times people have a really well-developed way to sort of engage with folks, but it's a very insular community and they're not creating the honor and you can become part of it. Yeah, and then we dive into the next piece we can talk a little bit about, you know, the quality of conversation and so, you know, experiences and engagement of data are really about how powerful and how engaging your interactions are with people. And, you know, I think it's useful to split out experiences and engagement. And I think experiences are a little bit capacity-based and a little bit what you're offering. You know, I think that, you know, one of the experiences that everyone is struggling with right now that's, you know, got an illustrative point here is events. You know, if you used to have in-person events or bring people in the organization or convene groups of experts together or anything like that, that is all moving into the virtual world. And creating a parody of experience that are difficult. You know, I think on some physical events people would create people, they take their coats, they give them a coffee, you know, they kind of create this warm emotional experience of the physical interaction, even for the people speaking or the people attending. And how do you create a similar and, you know, welcoming virtual experiences is difficult. And I think that, you know, that's a place where, you know, data could help explain management, what the change moment is, what the capacity meet is, why, even though hosting a virtual event is less work, it may not be in terms of creating the parody of experience. And I think that's an important part of the data picture, right? Because I think we all know this thing, you know, sort of subjectively, but how can you, you know, sort of prove that point out. And, you know, data is one of the pieces that ties engagement experiences kind of helps you.