That's a great question. I think that whenever I talk to people about this, I always comment that, uh, at many levels my career happened to me. It wasn't it wasn't that I planned it particularly deliberately. I was working in Chicago, a rental car counter after graduation. When I graduated from college, the job market was terrible, and a friend of mine at work introduced me to her husband, who managed a team of support people that supported software that did peril and human resource is work and literally, that's how I got into the industry and 30 something years later, I'm still doing it. It it was it was odd and that it was. It was never anything that I expect that I would do. I actually have a bachelor's degree in chemistry of all things and and just found that I found it really interesting on that, and from there on, I just I just kept doing it really

uh, you know, our product is a solution that supports peril. Human resource is time and attendance, people operations. And, you know, obviously, for decades companies have needed to have those services. So it isn't so much that, you know, we're trying to create a new space as it is that we're trying Thio create a differentiated version of it, and in particular, what we dio is our mission is to help small and medium sized businesses create a better workforce. So that's about creating a great employee experience. It's about a great user interface. It's about making the problems that our customers need to solve very easy. In particular, our customers are companies that rarely have more than one or even two people supporting payroll and human resource is in the company, and so there need is to get their issues addressed when they happen. They don't have the luxury of becoming experts on all the regulatory guidelines and the other things that are important there. But they do have times in places where the complexity of their business requires it. So as a result, uh, they depend on us to get that information for them just in time they don't have time to get ahead of it. They need us to be there for them in the moment on. That's what we dio before before, namely, came along. You know what customers would do is they would struggle. Um, they would have to try to research themselves. Sometimes they would have to hire an attorney. It very expensive rates to get the advice they needed. But now we can make available to them in a just in time line.

Ah, yeah, Well, pretty much everything. What? You're the CEO. You know what? Your you know, what you're truly responsible for is is everything on dso what? That you know, That ranges from how to make sure that employees are having a great experience. Certainly. And most importantly, to making sure our customers are having a great experience on then and then supporting those efforts. You know, I jokingly say What I do is I help people sell now in its most simple form, you know, you'd help a salesperson close a deal, but the reality is we're all selling various things in times and places where influencing customers, uh, to be successful. Our products were trying to convince them or sell them on what we dio were trying to convince employees and sell them that our mission and our values are aligned with theirs and therefore could be a great place to work eso at every level. It's my job to help convince people a de every dimension that that's that's worth doing with us in England.uh, way have three priorities that are very important. One is our satisfaction of our customers. Um, the other is the health of our employees and their engagement in the work. Because if they're satisfied with the work environment and the work that they dio, they're far better, far more likely to serve our customers well. And then, lastly, the last thing is, we have to make sure that we are accountable to our investors on DSO. That means that we have to deliver on our commitments on. We have to manage our resources responsibly, which and its simplest says, you know. So what you say you're going to sell and spend on Lee what you said you're going to spend and in terms of a weak visual, you know it. It varies greatly, you know, depending on what's going on, you know, the work is very, very intense, and then it'll have periods of time where you actually have to kind of look around and say, What am I going to do today? Um, you know, those moments are rare, but they do happen because at the end of the day, when you're the CEO, you know much of the much of the genesis of various parts of work only comes through your own motivation.