And so you talk about breakout rooms and things like that, but was there anything on top of that? Because I'm thinking that is actually one of the biggest challenges with remote teams is like, how do you, once you've done an intervention, so, you know, you've held a live session or they've gone through a piece of e-learning or something like that, if you're doing this remotely and you've had some breakout rooms, how do you keep the conversation going? How do you keep them coming back to it? How do you make sure they don't forget? And how do you get them to practice in an ongoing way? What was the kind of approach to that?

So what was really great with implementing this and having seen stakeholder buying, everyone knowing that this is on the agenda very, very early into 2026, was we then started looking at our performance cycle.

So our performance cycle ended January, February time, and then this was rolled out May, June.

So everyone, we had that commitment from our SLT.

Everyone knew that continuous feedback was coming.

We were very open and transparent with the entire organisation of what our intention was and what that roadmap looked like.

Behind the scenes, I worked with our people partners to design within Quantum, which is where we hold all of our surveys, where we host feedback, where we can host one-to-ones, where we host recognition, a quarterly feedback review.

whether it was a mixture of both.