So tell us, I mean, you're back now, but obviously doing the Henley experience, doing the Australia A, what are the things for you as a coach that you're learning? Because obviously all this is, yep, you go and do what you do, you know what you know, but you're learning stuff the whole time, right?

So what have been the key things that are coming out for you? Well, you know, Probably the key, there's a lot of validation that goes on, I think, when you step up in levels to know that what you do at a base level works.

And I think the greatest thrill I got this year was seeing the Merckx people, our Euro squad, turn up to Hollenbecker and be more than competitive.

So the realization from their point of view that Actually, everything we've done is playing out on this stage and playing out in a way that people were commenting about how they rode.

So that was good.

Yep.

The biggest learning now is data and when to use data because everyone's mic'd up and everyone's got a screen.

What are the things you're excited to see? What are the races you're anticipating? And any prediction you've got in your mind?

What is Krypta? Well,

now that was written, um, so last, uh, last year, probably, oh, uh, probably, you know, cause.

I had somewhat of it last June, last year.

The lyrics, basically.

Not really music per se.

It's actually...

I can't believe what...

can I write a song about them? And I was like,

Can I have a conversation about business without touching on AI? How are you thinking about that technology? How are you leveraging it internally?

You know, I think it touches virtually everything we do.

And we kind of look at AI in two major buckets.

One is, I would say, enterprise initiatives or outcomes that are enabled by AI.

Because AI can process metadata in an instant, it can do things that humans can't.

So we're using that to develop insights on business trends and feedback loops that are very powerful and are helping us make better decisions.

I say that's the alpha value that we create.

What's something you've learned about navigating power and getting alignment inside a global enterprise that you wish rising leaders or even yourself understood earlier?