And I appreciate some of these might be relatively sensitive, so you don't need to cover ones that you can't talk about, but maybe some of the ones that are important or instructive.

Yeah, and I can talk at a high level without getting into the actuals because I think they're very common across most PS businesses.

So first one is gross margin.

Now, we live and die on our profitability.

I think when you're in an early stage of your evolution, it's not as important.

But as you start to grow into that maturity curve, making sure that you run... a sensible line of business.

And that's the way I've always looked at it.

So I don't think we need to go too much over that, but like, how do you create that balance between the internal sales team, kind of the partner, organized partner motion and your internal org is this very as you said is this related to that segmentation that you talked about earlier and being very clear about what plugs in where i'm just curious to know how do you how do you create harmony because a lot of people it's like partner ecosystems is way more trouble than it's worth it's always on fire but you seem quite well very very confident with with what you guys are