process.

And one of the key issues that we thought about as a discernment process was really, what is it that we're trying to accomplish? What are our core capabilities? What is it that we're really great at? And what do we want tomorrow to look like with our next partner? And if you think about OCIO, it really allows for more agility in investment.

So for example, if my finance committee meets monthly, that's great.

That's 12 times that somebody could present an idea from an investment perspective to get an approval to invest in.

However, there's a whole lot more other days where that's not happening.

No action can be taken.

There can be no direction of funds without that approval.

Can you describe what prompted that and how that pool has changed the decision-making or flexibility for BHC?