Exactly.

So everything we had to do, we had to build with the understanding that you know, there's a trust deficit that we need to, you know, work with and we need to build on.

So in everything that we did, we had to think about that.

So even in building our logistics infrastructure, what we opted for was more hyper-local, you know, ecosystem where we, for example, in Nigeria today, we partner with over 350 pickup points across the country where we work with, third party logistic players, but very low with local people.

So people that are local to the communities in which we operate and all the logistics partners that we we work with for a middle mile as well are also local to the areas in which they distribute in.

And all of this was intentional because there's a difference between us coming in and running out all our pickup stations and then sitting in Lagos or in our capital cities and then running things versus, you know, also partnering with local community players that can act as our voice and act as our promoters to continue to work on that trust deficit.

That, you know, you go into a pickup station in any part of a country today and you are speaking to a local owner that can vouch for Jumia versus this is a Jumia shop and then, you know, who are these Jumia people? Are our guys or people are in Lagos somewhere? know so that was all intentional it might seem a bit fragmented but for us the trust barrier was a bigger problem to fix and then we use technology to kind of mitigate the complexities of having such a bit of a that kind of a fragmented logistics infrastructure so technology has allowed us to put a layer on top that allows us to have visibility on every one of our packages wherever they are in the country That also allows us to build reliability, which is also important for consumers.

Okay.