So Matt, what were some of the broader insights that came out of this then? And I wonder if you could share some other examples.

Now, you might have noticed that Laura kinda talked about this in the metals and mining industry, and we kinda did that and, you know, to just prove to ourselves we could do it anywhere 'cause you would think that the metals and mining industry is relatively straightforward in some ways in that if you have the best assets, you have the best copper deposits in the last case or you just run it more or less cheaply, you know, you win and lost, it doesn't matter, and it's swamped by a market supply and demand trends.

But the fact that we saw this clustering was quite interesting.

Um, and of course we saw this again in many other industries.

But what's interesting is the change by industry.

And what we found is every industry had a range that was a advantage where a company was outcompeting versus the peers back to our definition, as well as a parity with its peers, as well as a deficit range.

So we looked at, for instance, to pick two more industries.

So Matt, now I'd love to ask, given the specificity that we need to be looking at competitive advantage with, and we've talked a lot about getting granular across it, how should a company think about tracking and evaluating this on a more holistic level across the entire company?