So how does that impact your belief that what law firms need to lead and can be the impetus for this change?

What you've highlighted, I think, is the core innovator's dilemma, that, you know, law firms and with all, uh, industries and companies where you're facing, but like with all of the innovator's dilemma is, okay, the risk is like successful incumbents, they get disrupted by new entrants, by, you know, new models, new approaches, right? And there's examples in the, you know, is it Blockbuster, Netflix? You know, there's so, so many different interesting, you know, examples.

But each of those concerns that you raise are again, items, considerations to tackle rather than become justifications to not innovate, to really fundamentally to not innovate in this area.

And I am bullish on, again, the opportunities for the legal industry to potentially be an exemplar of how to make all these innovations work in contexts where we really care about risk, right? We care about downside.

We care about these kind of mission critical areas.

And I think this more broadly around the legal industry as well, yes.

As you unpack processes, the type of work, the type of service and the like, you find different sets of pieces, right? What gets automated? What gets sort of agentified? How does the whole become greater than the parts? But these sets of items, okay, that in, let's just say the world, but I think for any company, any context, any law firm, there is a abundance of issues where lawyers and legal judgment and legal professionals are critical.

I, I'll have to get-

Rosen, and Katz for

almost 20 years.

So my comments, by the way, will leverage some of that experience, some of the discussions I have with customers and partners with their management teams and including their boards, and then, as you know, it's sort of at Salesforce, sitting at the intersection, we were talking about this the other day, around is it enterprise strategy, is it growth, is it risk, governance, and then execution on these issues.

So when you think about board leadership, I particularly at this time, given the level of velocity underway, it has to be, just like many folks think in terms of executive development, collaborative leadership.

especially at this time.

It is collaborative leadership within the boardroom, across all directors, regardless of role and tenure, and especially the collaborative leadership with the management team.

And you see varying levels of that.

What is the great value that you see from board to management?