You know, well, it's not small, but just like a homegrown.

I don't know what I'm saying. Grass roots. Grass roots. And then you know, it's like a nonprofit like getting too big for its britches and thinking it has CEOs and COOs and stuff like that. Right. So it did become necessary though to do one of the reasons it became necessary to have an executive team in a sense was just because we've gotten to the point where you have so many employees that you have to have director level people and then those director level people need to be overseen by somebody, right? Me, that meant like I had 10 direct reports or nine direct reports or something like that. And that doesn't, that just doesn't work effectively. So it has been very helpful to break that down with Dan and Seth help. And then along with that comes, it's not like I wasn't bouncing things off Dan before because it totally was, but along with that comes just to more diffusion of decision making which I think is good.

Yeah, so it's good to have like three guys holding a buck as opposed to one. So like if something turns out bad. That was all of us.

Yeah, I just use it to diffuse risk. So it's like if I do something risky, it sounds like a damn problem. When somebody complains about it, they're like, what did you do? I'm

like,

you can call my boss and he's, he's. That's right. How funny.

Anyway, that's a little peek behind the curtain of 15 17. I think people actually want to know some of this.