What's your experience of having worked with probably one of the most revered founders in the world and then working in the juggernaut square and now coming into sitting on the exec team of a

bank? It's been super interesting and I think it's different different things need different approaches at different times.

And that's been learning for me.

But it's also been, you know, like they're just dealing with very different, it's always we're dealing with very different problems, but also we're dealing with the same problem.

You know, like every company I've been involved in has had some version of the, like, are we shipping fast enough? Are we, you know, delivering the right things to our customers? What's the right balance between tech debt and product? Like those, like, I actually think that's healthy.

Like if that's what you're talking about, it's like, that's good.

That's where we should be optimizing it.

And we're seeing, you know, in the community banking space, a great example, right, where we're now starting to see those businesses go into platforms like Constantinople and others that all of a sudden they're able to offer services an experience and a digital experience that's comparable to what they couldn't, to something where their assets under management, like that's the tech spend of a big four bank, right? How are you seeing that from a kind of threat perspective?