think it's any size

any size right so uh having that vision strategy meeting and really um believing in and being okay to be we we say all the time we'd rather be deliberately wrong than accidentally right all the time right because i like that I can learn something from deliberately wrong.

I can't always repeat accidentally right.

Now I'll take accidentally right anytime I can get it.

But it's not something you can actually always learn from and repeat.

And so we don't have to be right.

So we'll move those equalizer bars on strategies that we plan on not actually going to full launch with.

No, it's

What regulatory hurdles are actually real and exist and are prohibiting you from continuing to innovate versus what do you think might be a bit overstated?

Well, I think the first thing is, is it was never really about law.

So we built for the examination, right? Washington wasn't telling us to stop.

They were telling us to prepare.

And I think that's one mindset shift that I would ask Main Street CEOs or boards to think differently about of saying, once everything's figured out, especially in the world where you have a decentralized ledger and payment ecosystems where a centralized ledger is not included, well, that's us.

That's our main role here.

So We should be paying attention.

It was just