Yeah, it has two great lessons in there that like Sean said, purpose is a day to day thing and you have to kind of see it every day and make it part of what you do in your culture. And like you said, it's about that community thing or seeing others doing it in practice is the sort of reinforcement you need that really the purpose is there and it's happening. But Sean, I have a feeling you're going to jump in there. I was going to just really quickly jump in and say we also do have a team who kind of support on it and on bringing our purpose agenda to life. And

we've got purpose champions across the bank. So when we think about scalability in a large organization, we kind of have individuals who set across the bank who champion our purpose and champion our values. So I think that really helps as well on a kind of on a more local level to kind of keep that momentum going and to talk to all of the different ways in which you can engage in our purpose and bring that into your everyday conversations within your team. Yeah,

funny enough, we had someone on the podcast, the Wilder Bakuza and CellGP, which is a company that's approaching the world of Salem more sustainably and they have a chief purpose officer, I think is a tight one. And they have these purpose sessions during the onboarding process. So everyone understands when they start, there's clear expectations and understanding of what the purpose is. And then like you said, there's people who champion that across the business, I believe. And that really starting off on the right foot and then keeping that momentum going, having people own it is probably only can be helpful, I think. Cool, we're coming up to our last question. And it's probably if I quickly, this is right to be honest with you. But the last question I wanted to ask you is, and we've alluded to this a little bit, but often in big companies, big industries, there's this long term plan that we kind of need to help our stakeholders achieve and reach goals through L&D. But also at the same time, we need our learners and our people to see short term wins to create that big positive feedback loop around, you learn this from learning or you got this outcome from a community initiative, you're willing to do it again. So I'd love to know if you have any thoughts on supporting a long term plan while still helping people with those short term wins.

Yeah, well, I mean, I guess we'll be like me sure. And if I just kind of talk about it a bit more broadly, I guess our overriding kind of North Star is how do we develop a learning organization that actually is filled with proactive learners where knowledge share becomes second nature, where you've got communities of peers and communities of experts. And it's really kind of shifting and repositioning what learning is. So that if we take that as a kind of long term goal, then it's really identifying what are iterative deliverables that enable us to do that. And that could be something as part of, you know, how do we make sure that the content that we're offering people is good, great content, not just anything and everything we can find on the subject matter, but also simplifying journey to make it easy for learners to access learning. And then through our programs as well. So I know that as part of today's call, we've spoken about some of the programs that we've been running. And often case, it's just doing a bit of a test and learn. It's about someone having an idea, giving that a bit of a test in a smaller space and seeing actually do we want to scale it up. And I think a really, and this is where I think Sean will obviously be able to talk about it a lot more, but just that space around giving someone the confidence to go, this is how I think we can help a community or we can help someone and just giving them that platform and license to be able to really use the skills that they've got and feel confident in sharing them with others. And then I guess, you know, kind of going back to that, what's our wider strategy piece. It's about making sure we've got the right stakeholders at every part of that journey. So we were talking about making sure that you've got that customer centric approach when you're looking at customers, but for us, it's having that learner centriproroach, like really understanding the needs of our learners, working closely with business areas as well, and our bank wide strategy. But also just having a bit of a cycle of strategy refresh to just kind of check in and test, okay, is our North Star still the right one? Do we want to tweak and change that as we move forward?