So in your opinion, what makes scaling at the enterprise level fundamentally different than at the program level?

I think part of it is what you look at for success.

So at a scale question, it's not really, at a program level, you're looking at, did the team evaluate something well? But at an organizational or enterprise level, it really is, can the organization learn across different teams? And so I think, you know, at the program level, having been an evaluator at the program level and then actually was tagged to then become the evaluator across multiple levels, what I saw was that at the local level, there are a lot of workarounds.

There's a lot deeper understanding of things.

And you can have a really strong evaluator or a really strong evaluation team that produces really useful information.

But at the enterprise level, that's never going to be enough because what is needed is having that consistency across the units, having common definitions.

That was one thing we ran into when we were doing things across multiple units, even though we were in the same general sector.

Um, and my job's not on the line because I discovered something didn't work, you know? Um, so I think those are like two crucial pieces that if you don't do those two things, the rest of it doesn't matter, honestly.