So maybe first of all, to kind of help land where your framework fits in, what's the type of work you're finding yourself helping clients with the most right now?

It's so interesting.

We just celebrated our six months in business at Elle Advisors, and I was reflecting on this.

And we are working with companies of all different sizes on different stages of the maturity curve, different ownership models, but every single one of them still believes that people are the competitive advantage.

And they need to figure a way to integrate that in with this, as we've talked about, this very transformational era and technology that we are all in the midst of.

And so because they all believe still that people are their competitive advantage, when they come to us with these problems, our team is not advancing change fast enough.

I'm not sure that I have the right leaders to take us forward.

So what have you seen work? What doesn't work? What advice do you have on that?

You know,

and like that company that you're describing and, you know, Holacracy is like a whole... very interesting management approach for all HR people.

They think Holacracy is very interesting.

Zappos was kind of the poster child for Holacracy.

But I think to me, those structures require so much clarity.

I'm actually, I'm so fascinated now to learn more about this company that you're in, Barry, because to me, like if you are going to set up a company without managers, you actually owe it to your employees to give them clarity on expectations.

Like you should make information abundantly available.

You know, so that's my belief.