Least in my experience. And it probably depends a bit on your business as well, but at least in my experience, it's the most important one and you'd be amazed at how quickly you can start. You, you realize people are you yourself or other people are working on things that actually are not that relevant. And, you know, there's always conversations about OKRs and whatever. And there's one thing to define them, but there's another to really stay focused. So for us, I always say like focus. The that's like the word I use the most is, is focus. And you can really help in a data team or, you know, at this point data slash F P and a, whatever, something who's quantitative, and related to performance, you can help because you wanna pull out the key drivers that, that are also actionable, and then you wanna track how you're going on those. And that I I think people miss on completely underestimate the the power of clarity. Like, if you think about the executive team at any business, they are swamped with information from every side and every level of detail. And if the data teams are all set up There's, like, a number of things going on. I mean, I think the executive one, I think people assume that their boss is, like, a kind of god and knows so much more than them because it's their boss, and it's just not the case at all. Like, they know if anything less than the they're juniors. And so people are like, oh, this, this, and this, and this. And then it was like, oh, yeah. Okay. And they assume the focus will always come down from the top and it should, but you need to really guide that process as well. You know, the way you're presenting feedback to somebody, if you yourself haven't understood what the focus is on, you'll be presenting all sorts of stuff and you'll waste time working on various things. And you can't always expect the stakeholders to come to the, to your team, the data team, let's say, to give you the focus. I think you, you definitely need to help. So I mean, that happens all the time and there's natural, there'll be natural conflicts. Like, I mean, a marketing team will say, I wanna, you know, they'll often are wanting a lot of reach, for example. And that's not necessarily gonna be the best ROI or or whatever it might be. I mean, those things can happen So regularly. So that makes sense. So then, like, part of the function of your team is to is to keep focus. Yeah. You bring that focus. Yeah. Make sure you want all the problems that could drive the most revenue, the most impact, that you as a data team, you have the responsibility to make sure that that that you know what those things are. You're not just being told by people who haven't ever got. Brand. Me, that that's at a junior level when you're dealing directly with your stakeholders. At my level, it's also, you know, should we be investing more in acquisition or in, you know, getting more PMs to work on churn reduction, whatever it might be. It's those trade offs and or, you know, should we build a new feature, or should we focus on quality of service or, you know, whatever it might. I mean, there's heaps of different things it could be. But, but but once you decide, you keep people focused on that, and and you also say, hey. This is how we're gonna measure it. And and then let's clarity. Let's talk about problem solving because the things which I think is really interesting is that you I think one of the ways you've worked is that the way your team works, that you are seen as, like, the organ the place to go to get a problem solved, that you're there to think through problems. Like, how has that materialized? What is it that makes makes your team so good at that compared to other parts of the organization? Yeah. I mean, I think it depends on the problem at hand. But if it's a problem that I I that people think can be solved quantitatively, then, yes, it will come to us. And sometimes we have to come in and and say, look. We we see that, you know, there's some inefficiency here. Let let us help and get to the bottom of it. Yeah. I think that you we've gotten the I mean, for I mean, maybe not everybody trusts us, but for those who do, the majority of the company outside, it's probably just from helping them in the past. So I think you probably have to start by kinda muscling in, doing a good job. Yeah. And then and then they'll come back. What are the skills that you're that you've been that you now as a team have that perhaps weren't there to start with or you now look for you bring in someone who hasn't been working this way before? Like, what's the skill set that you're that when you see someone in an interview, you go like, you haven't you know, you you're not you but you're a data analyst, but you're you've got the skills that we actually think works well in this team. I mean, we're we're kind of particular, I'd say, at least compared to the our peers in Paris and from from what I can tell. I mean, I might not I don't know exactly, but we pretty much only hire out of university if we can. It's something that I actually have lots of arguments with, with the I'm sure. Exec. That doesn't sound like it. My exec was always like the Sarah was always like, oh, we we should we need some more senior people. And I was like, no. Patience. Oh, sorry. So you mean, like, you hire very junior people on the back? We only hire the juniors. So you essentially have a cycle of someone leaves at the top, everyone moves up, and then you hire at the bottom. Okay. So you you actually believe instead of of you've actually come to realize you wanna you wanna train up from a very early Asian career rather than have bad habits built in up too late. Yeah. Yeah. Because, well, I mean, there's a bunch of res there's practical resins to that. It's much cheaper to get someone who like, the top one percent is the well, this is just getting into kind of recruitment now, but the Yeah. Price the salary difference between the best graduate and the worst graduate is much smaller than the salary difference between the best head of and the small head of, and the worst head of in in a market. So if you're really fighting over talent, you wanna fight early if you if you don't have the biggest budget in town. But it also means you you can train people to work the way that you want. And, and it also means people know that they're gonna get promoted because they know that you work that way. So that's so when we're looking, we're looking at junior people who, I mean, I think the number one thing we look at I well, I look at, we have, like, quite a few rounds of different people. You you need, like, to pass a technical test, so I think it's that difficult. But you we we do kinda case studies that sees how quick you are at maths, how quick you are at kind of business concepts, pricing, ma changes in margin, things like that that make you think. Sometimes we'd say, you know, how would how would you run an AB test on a product? But this is kind of pen and paper sort of case studies. Okay. And it's looking for, I mean, I'd say my experience, the people with the best of the numbers, following through, you know, what we're saying and then doing their little sums and going, they've been the best, once they're in. And it doesn't matter if they're from in, in France, you know, you've got a kind of split between engineering schools and business schools, and they're sort of culturally different. It doesn't really matter which one they're from. I've found that both can be really good, you know, because I'd moved from, a non data, you know, very business focused role. I've I've kind of brought that to the team, and I think that's the first step. So understand the p and l of your business as better than anybody in the company, then which you might be like, why would I do that on the data? Let's just do it. Then, understand how each team impacts the p and l. And then I think when you're then having conversations with them about their business, you're bringing that in the background. And that's gonna kind of be the first step, I think. If you know the business well, you can have impact. You can have credibility. You can actually start the process. It's because the the you'll change yourself. So the way you're having that conversation is gonna change. Instead of being like, yeah. I can build that dashboard for you. Be like, yeah. I can build that dashboard board for you. But, you know, what about this? How are you impacting this? Do you need to do this? Because you you understand what the how they impact the business, and you'll and you'll you wanna bring that, three hundred and sixty degree or whatever view Yeah. Because you're working with all the stakeholders. And and you're coming to the table with an opinion. You're not just saying, what do you want me to do? You're saying Yeah. Yeah. I'll have an opinion. Here's my opinion on this. I actually I'm not just here to press keys. I actually have an opinion about this business. I understand this business works too, and therefore, I think we should look at it this way. And at least that you've started to problem solve with them. You're giving them alternative viewpoint. Yeah. Yeah. I mean, an example, Adi, and if you go back to the four tenants, I mean, this doesn't happen all the time, but I'm sure everyone's had this experience with, like, a PM that wants to build a new feature because it's really cool and fun, but we'll have absolutely no impact on the business. And you might be like, that's cool, but, you know, we see from x y zed, it's not gonna increase retention or it's it's not gonna increase engagement. Engagements correlated to, retention, which is, you know, obviously lifetime value, which is where we get our revenue from. So why don't we focus on something else? Like, this is probably a better thing to focus on. Or, you know, I don't know. It's a made up example, but something like that. And then so you're bringing that idea. So I think the first step would be to know it yourself. So and then it'll come naturally, I'd say. I I can that makes total sense. You're coming in with opinion. You are the bit the mental step I think we're describing is I'm going to this business myself. I'm gonna have an opinion about how it works and where we got to how to solve problems. Driving revenue, what drives costs. Exactly. And as you go, as you get more knowledge, you solve problems, you retain that knowledge, you go back into the business, you have more evidence, more data led evidence to help you be better at that at that task and be more useful.