So as we manage the pressure in these types of roles, how does that impact your priorities? And it'd be interesting to hear from you, given the scope of your roles and the rapid evolution of the industry, of your customers, of the technology, how is that shaping your priorities for the second half of this year? And as you think about 2027, are you feeling there's new priorities coming to the forefront?

I think I also spend a lot of my time fundraising, so I spend a lot of time thinking about the next year, two years, five years, and what the priorities are.

But I obviously have a forecast that I need to hit for the end of this year, and that guides my priorities and it guides the decisions I make.

But I think I started the year with a very clear target of...

X million in ARR and my entire year of my prioritization is around how I get there.

Is it people? Is it product? Is it changing the way we deliver? And I think the greatest asset you can have as a revenue function is flexibility.

I'm a strong opinions, loosely held kind of person.

But as we're seeing, the high frequency of AI-driven tools that can shorten all of those components of the sales process is the challenge to how do... revenue generators use those tools to spend more time with clients or is it how do we replace old-fashioned sales skills with new technology or is it and you're both wincing for those that can't see which is music to my ears but interesting to get your your take