They sure as heck weren't smooth over the last two years, and they're likely going to be a bit bumpy going through 2020 and beyond. And so just you got to get used to that level of discomfort in your organization. And everyone else needs to lock arms and fight the fight together and doing that. So getting to the plan and going through it step by step is obviously critically important. Do not wait. Get started as soon as you possibly can. If you recognize a disconnect, if you recognize that you are drifting away from your core values or the business is slowing, pause, get the right people together and start that that inspection. You cannot start too early. Revisit all of your assumptions. There's a lot of incredibly smart people that start businesses and think that they have everything buttoned up and locked down. And a lot of times they have a lot of it blocked down. But you have to revisit that. The dynamics around the industries that you're in, the stage of life that you're in as a business, what was applicable at your A round, it may not be applicable at your B and your C and so on. And that is just the way things work. And you have to always go back and challenge those baseline assumptions that you made. Are they still valid? Are they still appropriate for where you're taking the business at that point in time? And then examine, question and validate. You gotta dig in. Period. It is incredibly important to go deep and wide to make sure that all elements of the business are honed together. There is no baton drops, if you will, in the relay that you are running. And that you as an organization are all singing from the same handle. It is incredibly important that all of the linkage between all the organizational elements are there. And then pressure test the heck out of it. The executive team cannot be the only part of the organization that's aligned. If you have not pushed down that thinking to your next line, we at level leaders, one, they're going to feel disconnected. They likely aren't going to feel invested in the strategy that you put forth. And they will, and you likely will not get the best parts of the information that really is making the business function. So once you have your assumptions validated, you've really pressured tests at the executive level, obviously validate that further down into the business, really getting down into the weeds with the troops that are actually doing the work for you. So as we look at slide seven, how did this play to Enbrogger? We are in a very challenging space.