Like, you cannot just. You can. It's also funny to be thinking about like the whole point of agents or that like anybody in a team can spin them up and get value and shut them down. Yeah. And they're not necessarily perpetually running. So just to come out and be like, yeah, we have 12,000 agents on our team. It's like, how many? We rolled out 12,000. It's like, okay, how many Google Chrome. Tabs do you have open? Tell me that too, because that's useful. Like yesterday I used, I used agent mode to do some like, really deep research. And then I wound up. And then it, like was kind of working. It had this cool interaction where it asked me a question and I just wasn't online for that. And it just, it just typed for me, continue. And then it just kept going. And so it wound up putting together a really, really thorough result. But it took a long time. But in the meantime, are you sure it wasn't a ghost in the machine? But it was weird that it was like typing for me, but it was actually a great UX because I would have forgotten about it. But then I just went to four. Oh. Like in the, in the interim and got like basically the same answer because, like, I didn't ask that complex of a question. And so I kind of like overestimate. I was like, I need the, I need the nuclear bomb for this one. This is the most brilliant question you could possibly ask. And it was like something that, like, probably Googleable. I think the thing with management consulting. Yes. Is that it will. The question. This question has come up forever is, is the, Is the value of hiring McKinsey actually the strategy that you get or the advice that you get? Or is it outsourcing, like critical decision making or backing up critical decision making so that the management can say, I. Don'T want to do layoffs, but McKinsey told me I had to. Yeah. Yep. It's a lot of COVID And that. Or I didn't want to go into the cloud. But McKinsey. Yeah, yeah, yeah, yeah, yeah, yeah. It's a lot of defensibility. It's a lot of like internal office politics, it feels like. But I do think that there is. I think that that narrative is a little bit overblown. And I do think some of the top McKinsey folks are actually great at business strategy. It's just that when you think of McKinsey, you think of kind of the mid tier junior associate who's still just kind of learning. And of course you're not going to get that much out of that person. So my question for this, so the key quote in here is that Katie Smaje, a senior partner that Sternfels tapped to lead McKinsey's AI efforts early this year, said, do I think that this is existential for our profession? Yes, I do. I think it's an existential good for us. But of course that read as they think it's an existential, existential threat potentially if they don't get it right. And so consulting is emerging as an early and high profile test case for how dramatically an industry might must shift to stay relevant. In the AI era. McKinsey like its rivals, grew by hiring professionals from top universities, universities, throwing them at projects for clients and then billing companies based in part on the scope and duration of the products. So my, my analysis this was that okay, so clearly McKinsey is going to change. The question is like in the medium term, like pre super intelligence, like how does it change? And what's interesting is that like when you look at the Hordes of like 80 hour weeks from you know, junior analysts on a McKinsey team, like the typical, like Harvard, Yale, Stanford, Ivy League graduates, doesn't exactly know what to do, maybe goes into, you know, the big three, Bain, BCG, McKinsey is just kind of a junior consultant. And then after like two years it's like go to go get your MBA and then maybe come back or do something else. Those 80 hour weeks, like what they are doing during that time, there's a lot of hurry up and wait, but there is a lot of actually hard work, pulling data, doing deep research, doing stuff that can be done by AI. But it also serves as basically like an extended interview. It serves as a benchmark for is this person a grinder? Are they a creative thinker? Like they have to do the baseline, they have to do, they have to be very detail oriented. But then also it's a question of while you're there, can you actually develop a relationship with a Fortune 500 CEO? And that happens. Like I remember this crazy, crazy story of a woman who was at. This is a crazy story. So she was, I think I've told you this before. So she was at, I think McKinsey and she went to do some consulting in a Middle Eastern country. Maybe like what was it? It was something in, I don't want to be too offensive, but it's one of like the Borat countries. I think it was like Kazakhstan. Is that the one where he's from? That's where Borat's from. So. So the character's from Kazakhstan. So she goes to Kazakhstan. BER Cohen. That's where he went. Yes. Yeah. Yes. So she goes to Kazakhstan. And Kazakhstan has a number of state owned assets. And one of the things they own, I believe, was a cigarette making facility. So they built a factory for making cigarettes here.