Maybe I thought that was like total signups. Yeah, but it's small. It's small. Yeah. And nobody, I think with Loom, people would adopt LOOM and start embedding it in their work life in a way that they would be upset if they no longer had access to it. I'm not sure that DIA is quite @ that level yet. So one bull case I can think is something like this where you bring in this team that clearly has taste, great design, and they kind of give the, the rest of the Atlassian product suite like a fresh coat of paint and they kind of revitalize the message. The messaging here is that they're going to continue operate independently and scaling the DIA team. Yeah, but that could just be something that they do for a little bit and then eventually they get interested in, hey, let's bring the team over and work on JIRA and work on a V2 of, of, you know, Loom or something like that. Like that. That's a possibility. And then the other, the other kind of maybe bull case, which I'm a lot less clear on, is, is there a world where if you have everyone in your organization using AI powered browser, even if they're not on the full Atlassian stack, let's say they use two products and then they're, instead of using Hipchat, they're using Slack. Can you scrape more easily the data out of the other enterprise products and centralize them somehow? Because I bet you if you're a company that's using Jira and Slack, those two companies don't get along because it's Salesforce versus Atlassian. But maybe if I, if I'm, if. I'm like kind of forced to get along to some degree. But the integration is probably really rough. We've heard about the data walls and the data, the data wars. And so if you say, hey, instead of trying to, you know, set up some API and, and scraping out your Slack data and dumping it into your JIRA instance every day. Instead of that, have everyone on your team use this enterprise browser and no matter what tool they use, the data's. Going to be decentralized. So let's go over to Mike Cannon Brooks, the founder of Atlassian. He says couldn't be more psyched to welcome Josh and Hirsch and the entire browser company team to Atlassian with DIABrowser. We're going to collectively redesign the browser to help knowledge workers kick butt in the AI era. It's a mission, a joint mission, a huge mission, and one I couldn't be more Excited about joining with this team to get cracking on. Let's go. So, yeah, this just tells me, I mean, the most important line here. Collectively redesign the browser to help knowledge workers in the AI era. Yeah. The last option is that it just buys them time to kind of take some more shots on consumer AI, which is clearly a growing category. And Atlassian can underwrite like crazy opportunity more than BCS can. Anyway, we have Dr. Karp. Welcome to the stream. How are you doing? Great to meet you. I'm John. We're gonna have you hold this microphone. Where's the camera? The camera's right there. You can just see it wherever you want. What is the big announcement from today is. Are you, are you trying to tell more of a story around enterprise with this? You know, we're kind of not. I think we're just. It's more like we're crushing it. Yeah. Everyone tells us to be super modest. About 93% growth in the US and 94. Rule of 40. They may be redefining the rule to like, make sure the other people don't like, have to live in shame. I keep seeing these articles like in the Wall Street Journal. It's like, Rule of 40 isn't real. It isn't real. Yeah, real because we're like crushing everyone. You were forced to be humble for a really long time. I was forced. Well, people were showering me with humble nuggets all day. It didn't really exactly work. But, you know, I do think you have to judge humility by the delta between performance and ego. And I would say somewhat ill, modestly, I'm the most humble I've ever been. And, and, and, and, and now. And I just, I think it's like, so what we try to accomplish with the. We've been doing these kind of conferences forever basically because everything we've done at Palantir is like completely it. It's antithetical or at least orthogonal to what you would, how you would build a business. You guys looks at, look at a lot of businesses. You would never build a software downstream from value creation. It's all basically, how do I make the client feel like they're getting laid when they're getting. That's the whole way you build a software business. In our business, we began in the beginning. I used to tell people, you know, this is a. We're a mutually servicing business. Both sides should like be happy. And the way we built the business was basically underlying metric. I always thought was the logic of software should be we charge you something downstream of value creation. That sum is a percentage of the value we create. It's better for both sides because it's.