How do we create an environment where that sort of growing and re-teaming is done well?

Yeah, that's a tough one because I have really only seen that once, where the team really grew beyond kind of the initial core team, and it did become unwieldy, right? And the approach that I saw to try to manage it, I think ultimately was not necessarily the correct approach, or it was done overzealously.

So I can speak to that experience and what I think should have been done, so to speak.

As the, the team at Actim kind of grew, we added more and more engineers, and there was kind of like tribes, so to speak.

There was like data people that were, had a different stack, had a different cadence, the way they interacted with like customer success.

And then there was kind of like sort of some product which had to answer to the product team.

And so you kind of...

Who's the court jester? Who gets to speak truth to power?