So for someone like yourself who's not only, you know, evolved, as you say, from an engineer to product manager to marketing leader, what have you had to evolve into even over the last 12 months? Like, what are some of the things you've had to unlearn about how you do your role leading both the sales and marketing organization at the moment?

Yeah, it's a great question, Barry.

Things I've had to unlearn, I'll give you about three or four quick stories here.

One, going back a little bit in time, I like to give different stories showing different stages of a company.

So when I was running a very large business in the billion-dollar range in terms of sales, what I had to unlearn there was assuming taking leadership over a team in a business unit that you have to challenge everything, okay? So what I had to unlearn was, oh yeah, the segmentation looks perfect.

And the reason I mention segmentation, a lot of people jump straight to execution, right? And to me, it's that upfront strategy, right? Understanding who you're going really after, and I'm a big fan of you gotta properly segment to, and, and, um- Long story short, the segmentation was slightly off, in fact, in a big way actually, and, uh, they were chasing the wrong types of customers, and so I helped redo that segmentation as a team, and I was able to hit my goals for the next three years because we were going after the, the right people.

So I always like to say, when I joined the team, they were doing things right, they just weren't doing the right things.

You know, what, what are some of the things that are lighting you up at the moment?