Listening to David and Henrietta, I can't help but think of a survey that we did some time ago where we asked what are leaders yearning for, longing for more of in their conversations. And two things were mentioned. One is the courage to talk about what really matters instead of the things right next to it. So cut through the corporate theater and talk about what we need to talk about. And then the second thing was curiosity. So that conversations were not ping pong where you were just waiting for me to shut up so you can say your point. But it was actually, there was curiosity in those conversations. And I think if we really want to start having more courageous conversations, there's two really beautiful questions where everyone can start. The first one being, what's the conversation I need to stop having, either with myself internally, or what's the conversation we need to stop having as an organization? And then secondly, what's that conversation that I just know that I really need to have, but that I'm not having right now? And then start there. We know what they are. It's interesting to think about that when we have to replace a leader. One way to look at that is that that leader is not capable of shaping the conversation that the organization needs to move forward. So it's actually, I think this thing about being aware of what's my next conversation that I need to shape is actually an interesting thought. So one of the areas where we tend to bundle choice making is into our strategy process. Yeah. And I think it's interesting that one of the things that also came out of these CEO and board member interviews was that that strategy conversation is broken. So the must win battle epoch is running out. You know, the epoch where we do strategy as an event every five years, we define five must win battles, and then we cascade them down into the organization. That just doesn't work anymore. No, it's, it's, it's, it's heartbreak. I've been part of it so many times. We need the North Star, but we, but we, we need to not look at, at strategy as an event. So this actually holds the third and last invitation, and that is about reimagining strategy to be something that's always on and thinking about strategy as more like building the capabilities broadly to make better choices. We're coming to an end. And, um, we've been exploring how is choice making different in a time of tension and crisis and, and so forth. And I guess what I sit with is the main conclusion is what got us here won't take us there. We, we, we, there's an invitation to upgrade both our capabilities, but not least our mindset to, to, to, to, to navigate the complexity and the ambition. The complexity and the ambiguity we're looking into. Yeah. And the three pathways into that is first of all, to start embracing a both end mindset, both on an individual level, but also at scale in our organizations. Yeah. And the second thing that every leader needs to build their ability to do is to hold and shape courageous conversations that move us forward. And lastly, having the courage to reimagine how we do strategy, fix that broken conversation. So strategy becomes a continuous conversation, always on strategy. I guess that's it. That's it. That's it. That's it.