So what next?

What what now? What after the metrics tree? Right? So a couple pieces to this answer that I want to make sure that, everyone does kinda learn from, because we it was a bit of a a road for us. And to be honest, like, we presented it. Everyone looked like everyone had had great reception. And we surprisingly you know, I had some questions just to, like, oh, did you get buy in from exec leadership, for example? To be honest, no. I think the clarity needs to come from us. Right? I think that that is also part of the the next steps as well is that so we had very good reception when we presented this and we released it and so forth. If we're completely honest, however, it was sort of like, that's cool, and then it was just kind of that. That was it. So what we had to do on the day team, and Matt can speak to this as well when working with PMs more more directly, is that we had to make sure we were the first front, like, line of defense. And we were the ones who needed to push for what is the success metric here? What are we trying to move? What has gone wrong? What has you know, what do we need to work on? Where do we need to optimize? And all of those things. We were becoming the ones who were asking the business those questions as opposed to the opposite. So it really gave us leverage as a data team to be part of those conversations, not just be part of them. Sorry. Drive them. Instead of a PM or exec leader, whoever coming to us and asking, what happened with conversion rate, let's just say. We're the ones who are saying, excuse me. Conversion rate has been dropping or what have you for the past four weeks. How do we fix this? What's going on? And that is another way, of course, that we've also gone buy in tacitly, let's just say. Because when you're pointing out and calling out things and also driving things forward in in both ways, so to take more of a positive stance on that, what ends up happening is that everyone starts to look to the data team, which is exactly what happened, to help them understand how they're going to maximize their impact on the business as well. And, of course, collectively, we're improving the business overall. Right? And so that's, I guess, to your answer, Jayesh, is, like, how do we shift our focus? That's basically it. It's like the irony about being a data team is that once you have these processes in place and you're essentially controlling the narrative, in the way that you want and that you think are the most valuable, which are going to be the most valuable because you have the most information at your hand, right, is that you can start to become this weird hybrid. Like, we're we're actually playing around with, like, different words for describing what data does because we're not really even a data team anymore. It's, like, somewhere in between science and information and strategy, and that's basically the ideal situation, right, where the data function essentially becomes a foundation, and the technical skills we require are absolutely, you know, necessary for us to continue to improve our craft, but we are focused more on the outcomes as opposed to the output.