What, what started breaking? What things in the institution did you guys notice like, whoa, this isn't built for like this type of velocity or, you know, load-bearing, if you will? For example, onboarding 1,000 customers a year to onboarding 1,000 customers a week.

Yeah.

The good news and bad news is, is there was key things that didn't break, um, because of like good technology selections or things along those lines, but there certainly was other ones that like, you know, like communications channels, for example, and it probably sounds really dumb, but it's like you can't communicate with fintech partners and all that like a normal bank would in the sense of it, it, you know, and that seems so, again, no duh to a lot of people, but comm- we had to try to figure out how do we change and adapt communication channels to fit, uh, internally to adapt to the speed of fintechs, all of that.

And so we had to look, okay, what are the things we need to do better? Same with like review or oversight functions.

W- Are there processes in place that we had to be a lot more expedient on, or they had to, could handle volume where it's like...

And so learning to like, okay, maybe when we first start a partnership, we're reviewing 100% of things, but as they scale, then okay, we're sampling X and we're sampling Y and we're slowly, we're, we're establishing a trend line.

So those are things that, uh, I would say were broke early on of like, okay, we can't, we can't be deciding things like by this committee anymore, right? Or we can't, we can't just, okay, we'll just do a, you know, a once a month check-in or something like that.

Do you have, like, a thesis or a framework that you guys use?