Very important question is this is a big jump from dashboards. How can I wean my leadership on their familiar reports? I'm guessing I'm asking how do I sell these internally. That's a great question. Like, maybe the question because that that is ultimately the outcome is that you want the organization to get this, understand it, and then be clearer in their own thinking because of this metric tree. What I would say before I hand over to Dimitry is just, which can be a kind of helpful step is you can actually also build dashboards in count. That may be not the the ideal use case, but everything we've done into this process is it makes means that count is a dashboarding tool, but then you can then lean into all this, kind of new way of visualizing your business as well. So we aren't just a metric tree tool. We leave in, giving you all the all the tools you need to express the business clearly. If that is a dashboard, so be it. So you can absolutely do that. And as a metric tree buy in, what I would say, Mitra, could you get maybe embellished with more of the customers you've spoken to is start as we've done it. Talk them through, the the the metric process that you've laid out, the planning section, or as we mentioned before with MoonPay in the previous webinar, we've done on the con just build one and then go, isn't this better? Interesting. A great example here, actually. Maybe you could talk through this this a b experiment matrix. It's pretty powerful way to show, maybe you could even, you know, give them the choice like this. Yeah. I I mean, yeah, maybe I don't know if you would want to go to the extent of building both, but, actually, it was very quick to build both of these. So this is essentially the same metrics in a traditional dashboard layout. And then here, we've split this into a metric tree view of the key numbers, and then we've grouped the associated metrics together to give context. And I think it's fairly hard to argue that this isn't a more useful view than one where we're just pushing all these into modular, like, silos. So that can be a really good way. I think, like, just educating people what I think it's I think it's quite clear, but just explaining, like, this is the number we care about, and this is how these are the influences that and we can break these down, and then we only have to start caring about the ones at the bottom. Like, that's a really powerful story to someone who's trying to make decisions about, you know, how to drive value in the organization. But also getting like I mentioned before, like, trying to get senior sponsors in early, it's important for them to influence your metric maps because they have the best domain knowledge of the, you know, the direction your business is going in. So I I would I would not shy away from that, or just build one one day and you know?