But could you talk more about the operating principles that exist at Clay? What does it actually mean for these two phrases that I just said of negative maintenance and non-attached action? And then how do they show up in the workplace?

Cultures are really built in the workplace.

image of their founders and the specificity and precision of what you put forward as operating principles has to really ring true.

Negative maintenance, I think, is the idea that you leave things better than you found it.

The inverse of high maintenance for many people is like being chill, being relaxed.

But truly the inverse of high maintenance is that you are quietly and continuously improving and creating the impact that you wish to see.

And we're a very, very impact-driven culture and really almost like allergic to some of like the shiny things potentially that other organizations get celebrated.

How do you teach people this? How do you bring that specificity into the day-to-day?