Can you talk a little bit about that? That's good for the founders. How did you go about building that and yeah, I mean you are still how do you find the time to do it? Well, it's a great I would say d stressor like if you read sapiens and you know takes you back in time to 70,000 years and how civilization sort of or history began and stuff like that and then there's some gems like In the book you were talks about cognitive dissonance that's really important because you know in companies only Building Company, you got to relate to cognitive dissonance and not look at it with you know, a lot of distaste contempt say look, it's the spice of life, you know, if you don't have that you don't have checks and balances what it means to really and he draws parallels to musical tones and how you really need to have the two ends of the spectrum to build great. Music so it's very similar to company as well. I think a big chunk of company building is about people it's about organizations is about conflicts about resolving conflicts. It's about reducing friction on the inside which continues to grow over time because most people they come in and they want to do the best things for the company, but they're not always aligned. So how do you invest energy to reduce friction on the inside? So that what you produce for the outside without also frictionless, you know, that's one of the things that we delve a lot into the word frictionless. Our vision is to make Computing invisible and our mission statement includes the words trusted experience rather than selling things. How do you sell an experience to our customers and make it frictionless? So I think those things are equally important on the inside. As they are on the outside tomorrow the two I want to finish this portion of the podcast and switch quickly to lessons that you learned along the way. So the last question for you is what is through the IPO process. How did you prepare more importantly the there comes a point where you decide whether you buy pure or staple private and companies are deciding to stay private long and maybe walk through that. Yeah, you know, it was never a destination IP. Is is part of a journey. It's a milestone along the way and it's a great way to sell a retail product, which is your stock to the retail Market because you might be a B2B company, but then there is an element of you which is B to C, which is really a stock symbol your stock ticker. So it's a it's a great marketing event. It's a great way to position who you are and it keeps you honest because of the course of the subsequent years, you know, what does it mean to really be thinking about it? This is a marathon of Springs. I was talking to my ex auditor and he said that even in 2011-2012. You guys actually were respectful of systems and processes and Audits and all that stuff. So we actually implemented a lot of the things early on because we knew that retrofitting would be would be hacky and extremely difficult mean one of our design principles is over. Sorry. Cultural principles is design is everything so how do you really think about design of processes so that you don't have to scam, you know, like really scramble to go public so many of the things that we set out almost four years before we actually filed, you know, held Us in good stead. Now, the IPO process was not without its highs and lows when we went public with a prospectus 2016. There were three big events. To happen, which really dried up the IPO Market, you know early 2016 was the China crisis and how they are. Do you know really? Go and inject liquidity in the market and then oil crisis happened on the Southeast side of to sell a lot of assets because of the oil prices and stuff and then finally breaks. It happens in the third quarter calendar quarter of 16, and it was a complete hellhole for us because like, you know, well, we went out nine months after the prospectus went public. Okay, which was bizarre because we To keep releasing our numbers because if you had stopped publishing our numbers you would have to go and refile. So it was one of those where we had keep doing it. It's just that we were not trading and they're all sorts of naysayers and people who would actually control stones at you, you know about the process. Obviously it was not our mistake. It's just the way the macro was we became the biggest IPO of 2016 in Tech. Simply because we had the courage to actually say look will withstand all this stuff. And when the time is right, we'll actually go public which eventually happened in the month of September of 2016 got it. And without going to specifics. I'm sure there are options for m&a and other things that must have come along the way how does how should an entrepreneur think about these two, I think a lot of it is about customers and employees in themselves, you know, do they feel like they're built for a marathon because building a business It's Timeless and it's an endless journey. I mean there was never such a thing and it's done because at some level goal post keeps changing in the markets keep changing and competitive landscape in the industry landscape keeps changing customer tastes keep changing. So given all the the fact that I tease are shifting, you know is about shifting Sands. How do you look at your own life? I uh about just building things selling and moving on or about building things and building more things and building in more things with a current operating system, which you believe you took 10 years to build. So why would you go and start from scratch? If you can continue to extend the current operating system, it's like the honeycomb structure in a you keep building on the same honeycomb or you start another sort of you wanna go and I think it's a personal choice and many a time. It's about extensibility of the current idea. Building a platform then you have capabilities and adjacencies you can grow into if you're building a product that it might be harder. So let's let's now switch gears and talk about maybe we'll start with that as one of the lessons right you if I will talk to some of the acts and Founders your kind enough to spend time. You talked about a number of things that was a three hour session. Maybe we'll get the 15 minute version of it. One of the things you talked about is it is Step disrupt yourself with long-term view versus becoming irrelevant. Maybe we'll start with That is one of the lessons holy mean by that. Yeah, I mean many a Time entrepreneurs. They spend inordinate amounts of energy thinking about the other company, which is the competitors and stuff like that. And Bill Gates said this obviously we all know what Jeff Bezos things about competitive competitors in competition, but even Bill said this that look if I can compete with myself and just improve upon who I am then nothing else matters. And another sort of corollary of that is that you should act like a competitor to yourself so disrupt yourself because if you don't someone else will and it will be a lot more uncomfortable to deal with the unknowns of a competitor actually. So, you know in 2015 2014 which is like within four years of our founding we said, okay, we've been selling things as an appliance. What about giving our software way to our partners so that they can compete with us. And a lot of people actually raised hackles, like what does it mean? Why would you want to go and cannibalize your own business? And we knew that that's the only way to grow our Market was if our soul was also in someone else's flesh and blood and body actually in and that's what software is all about. It's really about Distributing it in as many form factor that we could then two years ago. We said we were gonna go and completely get rid of the top line of Hardware because then we don't need to be in conflict with our OEM Top lions and our sellers don't need to be confused about whether they're selling software selling appliances. How big was the top line and from Hardware like what about 27% of our 26 percent of our Top Line was hardware and we have to shave off of it and then go and talk and this is the public company. So you're basically trying to change the wings of the plane at 35,000 feet with a model change, which is something that we have done one more time ever since we went from software to subscription because we knew that the world is not going to stand still, you know, so if people are talking about bite-size then Atomic habits and atomic consumption models and things like that and subscription of the only way we can do that and it has opened up new doors for us where we are able to go and at least right Builder software on top of the public Cloud platform where we become an app on the public Cloud platform while we are a platform on-prem we become an app on the other side. So it's given us ways to compete with ourselves to disrupt ourselves and that's So we have looked at ways to extend our region to get to our customers stay more relevant as their tastes change guarded. And and the other thing you talked about is long-term greet. What do you mean by that? Right? Yeah. It's very much tied to our previous discussion on disrupting ourselves. Yeah. I mean, we all know that there's only two things at the core of the amygdala it's you know you no fear. Or greed, you know people call it a fight or flight or something. Right? But most humans they are dictated by fear and greed. So I'm not here to say that businesses are not about greed. And the question is can you be the opposite of the mob because more is all about short-term greed and instant gratification and very rarely. Do you find investors and Entrepreneurs and you know people in this business who actually can say look, I'm really about postponing gratification and it's about long-term dream. Those are the companies though that the people losing entrepreneurs that are the richest people in the world are the largest companies in the world because they actually willing to postpone the short-term gain. Can you give an example? Well, look at Warren Buffett man, you know at some level he He the reason why he is who he is because he really thinks about long-term effects when Bill Gates is like that and always thought about long-term bets and the largest companies have been like that. They've always taken long-term bets where you might not see short-term success, but over time you'll actually see that I mean all the m&a that Google did in the early days from 2005. I mean think about YouTube was a 200 five or six acquisition didn't do anything for like five six seven eight years rightly that became Google Docs took five. Years Android to five six years. It's even when you doing things like MMA, you're not just about oh, I'm just going to buy some Revenue. It's like can this become a very large business on its own. So in a lot of ways the best business is the largest businesses. They actually are basically doing things that the mob just doesn't have the courage of the fortitude to do and that is about long-term dream. Yeah, that's really and how do you balance that versus the short term like this till the day today? Fusion and all that right? Well, you have to check point even the long-term goals have to be check pointed. You know, that's why the word math on a Sprint's very paradoxical words, like what marathon of what of Sprint so you need to have short-term checkpoints to understand whether your long-term goals are being met or not and it happened with obviously Wall Street is always about Sprints and Sprints and Sprints and they've basically said look, I don't care about your Marathon as long as you give him my spends and the best companies are figure out a way to say look. I'll still be aware of the long-term while I deliver quarterly goals, what will the results and those that are abandoned their Marathon sort of Outlook, they get acquired, you know, because they're just on this hamster wheel, but they get tired of just being in that hamster wheel and this is rarest of the rare company that actually survived 20 30 40 years in the IT industry because it's that hard to not being a treadmill and yet know that look, I think I know exactly went get off of it and get back on it and stuff like that.