Can you tell me what you had to unlearn coming from AMAX? Like what were some of the assumptions that worked at that scale that actually got in the way of startup speed?

Yeah, that's a great question.

I mean, oh my gosh, you know, what was I thinking? So, no, look, you know, my time at Amex was fabulous.

And at the time that I left, when you're working in a large corporation, you have a big team and a big P&L, you have admins and you have support, you have a data, like you've got a team, an office that just supports you and your needs.

And then I had VPs and directors and managers and folks, you know, in an organization, a big, broad organization.

So you really had everything you could ever need to get things done.

And this isn't a knock on Amex.

How do you think about moving that sales process fast while respecting the institutional realities of the financial services, financial services ecosystem? Like, how does that