It's interesting, because you guys have definitely been the symbol of disrupting the financial services industry. And at the same time, you know, many people would say that being the co of a start up is more akin to leading a movement than being the head of ration. And you guys, i think, definitely have. But most vehemently, i think you've also curied the rage of the movement that that viewed you as a the platform that really leveraged everything. A, and so i's interesting to hear, hear your reflections on the last two and a half weeks. Do you think if we look, when we look back on this period in the future, that you will view it as a boon or a blow for the

one thing that a, i think it's, what's been really special for me is that, you know, when we were in the thicks of it, like, you know, thursday the 20 eighth, friday the 20 ninth, i got so many messages from from former investors, mentors, people that are close and unfriendly. And the one that stuck out to me was a, yet one of our early vestors a said, you know, lad, crises are a, when a crisis is successfully navigated by a company, it unlocks the next level of value creation, right? And so a, obviously, you don't want a crisis to kill you, because then you're dead. But, ah, if you successfully navigate it. A, i think, i think it's a a huge accelerate to the company and to the mission. So we're still writing history, but we're doing everything in our power to make it a boon for robin hood. And we shall see how the future holds. But a, whatever is in our grasp, whatever we can do, well, we'll try to move in a positive direction. And i know, you know, we disappointed some customers who wanted to trade those stocks on thursday a, but i look back at some of our other controversies, write, like a, shortly after my last stanford event, you know, march third of 20 20, a day which lives in in infamy in robin hood lore a, we had some system issues. Customers weren't able to trade, to buy and sell for pretty much an entire market day, m d. And, you know, we, we, we spent a lot of man effort just sort of, like rebuilding certain systems at robin hood to make sure we can scale with the growth. And a, with the exceptional growth that we've seen in the past couple of weeks, knock on wood, i'm knocking on wood here, the systems have been reliable and operational. And a, so i'm a big fan of making a series of original mistakes. So we don't want to make any, we don't want to make no mistakes, then you're not doing anything. But if you make a series of original mistakes, as we put it, then i you definitely don't want to make the same mistake twice. And that's our philosophy.