Yeah.

You know, the firm that I walked into, I would say, was operating dramatically different than we are today.

You're part of the buyout business.

You're depending on the carry to generate, you know, um, economics and wealth, and so, you know, you're focused on that, right? You're focused on that.

Trying to get people to believe in the idea that if we operated in a less siloed way, came together and drove a one firm orientation, that eventually, okay, that w- the, the place will be a lot more powerful, that our reach will be a lot broader, that our sourcing capability will be a lot more interesting.

And frankly, a lot of the things I learned here in terms of building businesses at Goldman, it w- [laughs] it was hard work to kind of get people to think that way.

So when I interviewed at the firm, I interviewed with all the senior business leaders.

Right