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 were also 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. The whole anyway. A hundred percent. You've gotta make that happen. I mean, that can start really at even the very junior level. 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, a part of the function of your team is to is to keep You bring that focus. Yeah. You bring that focus. Yeah. Make sure you're on 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 never 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.