In the early days, in the beginning of a start up, everybody is in the same room. Everybody's pretty much a generalist. And that's the way the start up works in that seed stage all the way to sa series a. But around fifty employees, that approach stops scaling because there's just too many people in the company for the founders to sort of tell them what to do on a task level. You start setting objectives and you start divying up the organization into functional areas. Because of this these new functional silos in the company, it starts to feel very compartmentalized. People kind of feel isolated or disconnected. At the same time, you've got other functions...