So Chase, why is there this somewhat ironic lag?

Yeah, that's kind of the dirty secret, right? I think what we observed is a lot of transformation offices or PMOs or integration offices, whatever variant name you want to put on that, were relatively slow to agentify, despite often pushing agentic solutions onto an organization or at least espousing to do so.

And I think that to some degree, the core reason for that is they're just busy.

Really, really busy with the day-to-day.

There's always a ton of work in a PMO or a transformation office or a growth office, whatever it might be.

And so the insight for us was how do we get those group of clients, take a step back and really think through how those workflows can be different.

And when we did that, what we typically found is a lot of the grunt work in a transformation office can be identified in a way that enables the people in that office to operate at a higher level.

And Chase, if we call out this importance of keeping the transformation human, how do you ensure this automated drafting of the key outputs doesn't impact on that in terms of TO members being really sure of their content and truly owning it?

What are the organizations that are building this into their workflows across their entire portfolio of diligence doing differently? What's the secret to success here? And conversely, uh, where, if any, do you see organizations coming up short?

The hint answer is it's cultural.

So maybe I'll just start with the results from some survey and research work we've done.

Everyone's talking about AI.

Most everybody's talking a very big game about AI.

But if you ask people confidentially, pretty much everyone tells you they're struggling to implement AI.

So some facts here.

And, and Chase, could you give us any examples of how your clients are deploying AI across the investment life cycle?