What does that look like inside a company? Could you give me like an anecdotal type thing or maybe like a test case?

I think it's great.

So let's lay the fabric of what it looks like, which is really the protection mechanism is what, and the overgeneralization and simplification of the problem is a symptom of the protection mechanisms, why they don't recognize the potential problem the speedy relevant competitor actually poses.

so again, you know, this looks like protecting success.

Like I started to say, Hey, that's great.

They're doing things, but we're not losing share.

We're actually still growing in line kind of with our plan and the numbers look okay.

So what do you think people get wrong on the surface level when it comes to either emulating these companies or, you know, copying sounds like a harsh word, but like trying to trying to follow the footsteps of some of these major companies? What surface level stuff are they doing that's really not going to do anything for a company that doesn't that isn't one of the top five on the planet?

So when we think about your billion dollar opportunity and what that looks like, how do you see AI playing out for founders right now, people who are building their own businesses?

Yeah, you talked about one part, which is AI and data and some of these other intelligent technologies are foundational assets, right? That was one of your key signals.

The other is, once this is in place and successful, have we architected the business, our culture, our operating models, and our workflows to take advantage of it? If you try to operate the old way with these things and just use new tech, you're you're gonna miss the window.

And I'll give you an example.

Look, what a lot of things with with AI around automation and efficiency.

And there is some of that and there's value to it, we can go on it, especially in the employee experience.

But the true unlock is the be able to look ahead and peek around corners.

Hmm.