Yeah. So one of our major constraints is resources. If you think about 350 person organization, Um, we have a lot to do and a lot of partners to work with a lot of. And so our constraint is our resources and talents with some very talented people. But making sure we put them on the highest and best uses most is our most difficult thing to do. Um and so I use the phrase called Putting Your Money where your strategy is and so putting your resources where your strategy is and that's we've tried to do, Um uh, and I the pain points is mainly resource allocation. Um, and we have a constraint of capital in our business, too. So the idea that we have in our business units that we try to manage very carefully is what we do with our capital and how we deploy that capital for two, its highest and best use on a risk adjusted basis.

so we use many of those sorts of things. So of course we use ah business model canvas, which probably your students are used to using and completing. We also use a three horizons of growth strategy framework. First Horizon Second Rising Third Horizon. Those three horizons are fix them existing business, improve the existing business, grow and expand into new businesses and then do innovation in the third horizon. And so, uh, that's one of the frame which we used. We also did some scenario based strategic planning earlier in the year in the middle of the pandemic to make sure we could fathom what was going to happen and have a good management response to it. And, um, other frameworks that are interesting, like we do get into the whole data on those data analytics frameworks. And and that's I think that's pretty detailed for what you're talking about. But we we apply some pretty smart thinking to what we try to do

okay, So I have ahead of operational excellence and that head of operational excellence, um, is responsible for robotic process automation automate each and improvements as well as continuous improvement. I have a head of marketing and communications who's helping us with brand and product road maps and also with, uh, CRM and and sales funnel tracking as well a segmentation analysis and research. Um And then I have operational teams in capital markets, in retail operations in trust operations, um, and, um and, um, deposit operations. So, basically, those teams from the day to day business is usual work, but also support special projects as we execute the digital transformation.we? We went agile last January, so we've been doing at the whole year of Agile in our firm. We took some training in November, December of the prior year, and so it's really rare for a bank executive team to meet in a daily stand up, doing agile what we're doing. That and then we also have seven, uh, agile teams of consequence that we've stood up and those airline against our strategic priorities. And then we're rationing and shifting resources between those agile teams. Um, so it's pretty dynamic in a small organization toe have seven agile teams and a management team that meets daily to have a stand up on an agile methodology basis. Um, that's pretty special, I think.