But, you know, there's the world that is in the world that should be. And I think you had the privilege position as a VP in the company to push for those things. For those of us who are, you know, managing teams or senior ICs or ICs of any level, we have to operate and live in the world that is. Yes. While we're also pushing for the world that should be. So in the world that is, we're living in a world of corporate chests and owning things. And if we don't master that world, we won't stay long enough. We won't be there long enough to even get to the, to what should be.

I have such a good story about this. So we have been, Mary and I have been working on a community health metric. And one of the things I was just like blasted to the past when you were talking about this, at a previous company I worked for one of our success metrics was active developers, like active users. And they took the number that was in our tool that said this is how many users we have every month. And then they decided, well, people usually share an account. So let's multiply that by three. Oh, God. Yeah. Like three. Like six or something. It was a much larger number than you'd expect. Because I think their argument was like, well, probably people are only paying for one account, but there's like 20 people using it. Which is very verifiable and a great way to measure things. But really to me it said, If you could hear PJ's expression. To me it said that leadership decided that we need to hit a number that is unreasonable. We have found a way to hit that number, sort of. And this was a much larger company. So this is very, to me, indicative of like, when you get to a larger company and you don't have the privilege of being in a higher up position, you have to say, okay, what can I do to make my team look good so that people know I'm doing work? And people know I'm contributing. And if that includes multiplying things by six, because I don't know, that's part of it. But yeah, I agree with you. I think there's a lot of time spent and a lot of time wasted on what essentially comes down to vanity metrics. Because at the end of the day, it doesn't matter if we think there's six people using, they're only buying one account. Right. So why was that our key metric is the number of users when we were just going to kind of make it up anyway? Yeah.