Definitely. Just given the amount of revenue growth for the ones that are working, it's pretty clear the ones that aren't, there's some good teams, some good technology there too. So we try to look if it makes sense at all of them, if there's a good team that could contribute. When did that start? About six months ago. Okay. Yeah. I assume it will accelerate. Yeah. We're having Himont from General Catalyst on the show Friday. What's your reaction to his sort of hot take? I don't know how much it was taken out of context, but this idea that triple, triple, double, double, double is kind of dead. You need to be 10xing every day. You're not interesting unless you're 10xing. Is there something there where like the power law is getting steeper? There are more winner take all markets, more faster growth companies, but then also just some that are triple, triple, but then going to be nothing? Yeah. So I have a complicated opinion on this one. So first I'll say the faster you grow is sometimes correlated with a lack of a moat. Just because what enabled you to grow fast might enable your future competitors to grow there as well. You see this in some social services as well. You know, you'll have these social services grow from zero to whatever million users overnight based on a social mechanic. And very few of those have ended up durable. Some of them ended up incredibly valuable, like TikTok. But there's like, you know, the club. Yeah, but TikTok also spent like billions of dollars on user acquisition. Exactly, exactly. In enterprise, I do think that growth is greater in agents, in part just because there's more value in agents than there is in software. Because you're essentially doing things that people were doing before. You're just achieving more valuable outcomes than just slight productivity enhancement. The reason I'm cautious on it is I think growth can sometimes be artificial. So you can basically juice the numbers. The question is, are you creating a durable business? We talk a lot about in our board meetings, just about first mover matters, and there's definitely a green field right now. But what matters is where you are 10 years from now. So are you creating a machine to make happy customers at scale? And so many of these businesses can grow to like, you know, 50 or maybe even 100 million in AR and plateau. And you saw this with a lot of different businesses, actually. I mean, it was. And so the question is, what is your addressable market? What are your product advantages? What are your go to market motion and can you scale to add to the next Zero. Can you grow to the next order of magnitude? And the only reason I, I think he's a smart, I thought it was a smart point. That growth has definitely accelerated in this world of agents. But as an investor in particular, you're, you're really worried about can they get a billion in revenue, can they get 10 billion in revenue? And it turns out that like growing really fast to 20 million is like loosely correlated with that. You know, it certainly means there's product market fit, but the question is like, was it with a very small niche. Of startups or selling, or selling tokens at a loss and you're just effectively subsidizing it, right? Yeah. So I'm a huge believer in quality annual recurring revenue and very happy customers. And my view is if you can do that quickly like we have, that's great. If you had someone growing more slowly, but it was very high quality revenue from very happy customers, I'd probably bet on them over just the fast growth rate because to me that's a more durable business over time. Do you think just raw execution can be a moat? Because some of those things you were saying earlier, it's not like you guys have access to different LLMs that someone else in your category might not, but it's just this kind of like know how of selling into the enterprise and being able to do that at, you know, just with, with pure excellence. That feels like it's separated you guys from. I'll say it's a, I think it's, I think it's all the above. You want the best technology, best product, best go to market. But I think right now, because the technology is changing so fast, execution compounds over time, you know. So if you had a great product today, but you weren't executing well, you will not have the best product a year from now. So that's where I think execution is maybe the main thing we focus on because it's basically the pace of innovation in your product and the pace of reaching and making new customers successful. And we want to have the best pace because I think what we want, if I come on this show a year from now, I want to be farther ahead of our competitors than we are now. And that is all a function of execution. Last question I have. I know we're a few minutes over, so hopefully you don't have to jump, but how are you thinking about the evolution of the cloud market broadly? You have companies like Oracle waking up and getting extremely aggressive. You also have a bunch of Neo clouds. I'm sure all of these different players are calling you every day.