Let's also talk about how you prioritize and focus the innovation work with your tech team and your business colleagues.

No, yeah, we definitely try to make sure that we're focusing as much time as we can in the right sort of percentage of our time on innovative activities.

You know, it's been a little bit of a struggle as we came out of our, especially for our sort of platform development teams as we came out of Lead to Cash because we had just a lot of work to do.

After a go live, as anyone who knows, you go live and you know there are going to be bugs.

So you spend a significant amount of time trying to stabilize and kind of, get them all out of the system, you know, anything that was missed sort of prior to go live.

But, you know, I've got a great individual, a senior manager on my delivery side that came to me and she advocated pretty heavily that we needed to, you know, sort of re-institutionalize what we put in as innovation sprints, which give our engineers the flexibility to kind of, you know, either identify systems issues that are never going to be prioritized by the business because they're more backend architectural where a refactoring of code could mean that the next time I need to fix this, I don't have to redo this for the seventh time, you know, or attribute for it or give them the opportunity to look at, you know, what are, what are, you know, new developments within the platforms that we support that we should be looking at those capabilities and they need some time to like either test in sandbox or see how they could build a use case that, You know, in a lot of cases, the business might not know how that function could help support them because they don't tie the technology to that aspect of it.

And our engineers, you know, while we have analysts and we have other groups that work within our business, I think the engineers have a unique perspective.

So are there any that you are keeping an eye on?