What about the numbers, Simon? The, what, what is the-- how, how big of an economy is it, um, or, or, or what could I compare it to, uh, re- relative to maybe countries that-

I, I, I, I looked recently, and they do have, uh, I think in the top 20 GDP in the world.

I, I can't remember exactly what their GDP was, but I, I think, if I recall right, it was around 19, 19th in the world in terms of GDP.

And as you said, it's a small economy, uh, relative to s- the United States and European countries, Britain, France, with only, uh, 30, 35 million i- in the country.

So it's a very, very strong economy, uh, uh, per capita.

And, uh, it is evident for us, um, as we move forward with our projects that we've got absolute full support from all levels of government, which is, um, uh, amazing.

And we've worked in many, many jurisdictions in the world.

So talk to me about the legal situation around mining and exploration, and more specifically, how permitting in Saudi works and, of course, how long it takes.

So why don't you tell the audience a little bit about that? What keeps you up at night checklist?

Right.

So back to my earlier point, you know, a lot of wholesalers and investment managers, they want to give market info to their advisors.

And I'm not saying that that's not important.

It is.

And the products are what keeps the lights on.

I get that.

How are you in the field as a wholesaler finding advisors using these resources? Are they primarily doing it through seminars? Are they asking you to come in one-on-ones? How would you describe your engagement with advisors and their end client?

So Greg, let's switch gears a little bit and talk about the engine that keeps ev- all of this running, the talent.

We've always been a place where we try to groom and develop talent internally.

But what we've done over the years is we've also supplemented that quite a bit with external talent in places where we were trying to build out new expertise that we didn't have before, and I can give you prime examples.

We've done that in our quantitative equity group by bringing in some outside managers who had tremendous experience outside that we thought could be really additive to how we, how we manage portfolios.

We've seen that on the fixed income side when we started to get into, um, emerging markets because we were able to identify and hire a very talented manager from the outside.

And that ended up expanding into a deeper research team.

It ended up turning into a global team.

So, like, anything that you've learned, anything that you go to day to day that says, like, "Th- th- these are non-negotiables," in your mind?