And and this kind of leads to leads to the next area. So we know we're we're ready organizationally. So, you know, you saw the signs. You heard the feedback. How did you actually, get the buy in that you needed to be able to move forward with that with that strategy. I'll start with Laurel. Yeah. Here. Yeah. I can clear some of that. So, right away, once we, understood, you know, what what needed to happen to kinda bring, you know, our our leaders together and over the enterprises and looking at who has, interactions with all of our customers. We formed a center of excellence, to bring together business leaders, who all worked closely with not only customers but digital properties and trying to, you know, understand what was it that we all needed, to, to move the needle, you know, with with our customer experience, and and also looking at our customer effort and and really making sure that it was, everyone's focus to make it much easier to, you know, for customers to do business with us. And, so they got alignment, with a lot of the, executives and and also business leaders, within that center of excellence. Great. And and did you have the same approach, Jeff? Yeah. I'd say that many of those aspects that Laura mentioned were were were certainly, you know, embraced by RingCentral and and our internal staff to to get this buy in. I think we, you know, we did a couple of other unique things. I would say, just starting with the leadership perspective, getting leadership on board early was was was key. Right? So those guys, being, you know, right in the midst of the planning, the strategy, the decision making, Every single one of those folks across the business, whether that was services organization, pro services, our our sales team, marketing, etcetera. Leadership from the top down really emphasizing the importance of of this omnichannel experience for our customers, I think, is is certainly key. So that's that's easily the the first most valuable thing that that, we did. The second, of course, was, was really getting folks educated across the business. So we went on a roadshow. Members of my team and myself went around and inserted ourselves in in every staff meeting that we possibly could, ensuring that all those folks were really speaking the same language, understanding the tools and capabilities that were forthcoming, the things that we were offering today, and and how that could maximize, the potential for for their customer experience, their customers' customer experience. And so, as you can imagine that this now becomes a sales tool, now becomes a marketing tool. It becomes a tool for pro services and so forth in the implementation phases to hand off to a great, you know, day two service delivery experience for their customers. And and when the customer understands that everybody is is speaking about how, how we are there at every single front no matter how you come to us, you know, through social media, you know, through the website, through chat or mobile. Like, I I think it's very impressive for the customers. They see that that RingCentral is is going to be, rather than making them come to us and find us in one or two places, that we're gonna be everywhere they are. And and, again, I think that was, that was also, you know, a very powerful message for our customers and continues to be, frankly, as we evolve this. Yeah. Absolutely. And and it sounds like, you know, getting buy in requires more than just, you know, making sure that you have the right tools and processes in place, but really changing the way that that people are thinking about the customer and thinking about customer success as well. Now you both mentioned that you, you know, got different teams involved, different executives. Could you share a little bit about, which teams those were? Maybe, you know, which executives was it? Did you have to get somebody from, you know, marketing and customer experience, or what did that what did that core, group or team look like? Let's let's start with you, Jeff. Yeah. Absolutely. So so all to the yes to all the above. Marketing one of the first people I met were, were were marketing leaders. My peer in marketing, who is managing the the web experience, you know, for our ring central dot com and and those home pages. Right off the bat, ensuring that they understood that we were going to complement the experience that they're creating, for, you know, our prospects and for our new customers, with a great support web experience right behind that as an example. Right? So that so, that you know, she became a great, partner and peer of mine, throughout this entire journey. Also sales leadership. Right? Getting getting on board with our, you know, executive vice president of sales and and getting, getting a clear understanding across the leadership of all the sales teams that that, you know, omnichannel service and the services capabilities that we're gonna provide to their customers after the sale are are a key selling point for them. Right? So so now you've got you've got probably the most important people convinced that this is, you know, that this is, you know, this is going to be great for their customers. And and so then beyond that, it's a, you know, certainly there's a our own services leadership. For those folks, you know, they were responding to, some pressures on, you know, service levels and, you know, managing customers from many different parts of the world from, you know, offshore and onshore resources of their own that are looking to address, our customers needs via all these new channels. Now how do I how do I manage across all those different fronts and introduce a bunch of additional channels, tools, capabilities, expanding the platform, and getting all those folks trained and then making it a consistent experience for our customers twenty four seven regardless of whether they they reach an offshore and onshore, agent, a tier one or tier two agent. Are they getting the same level of experience and and are their service levels impacted? So we had to work very closely with them to ensure that that there was a a a great change management program, to get those folks off and and running. Yeah. That makes sense. And and I think it's great that you were able to to to get buy in from, you know, both marketing and sales as well, really shows, you know, how customer centric your organization is. And how about for you, Laurel? What what teams and and different, different executives did you have to work with to get buy in? A a lot of the same ones that Jeff was talking about. I I think that we we started more on the services side of things, with getting executive sponsorship, all the way up to the the EVP of of global services. Our digital transformation, VP was was, a focal point for this, and and he did a lot of, you know, kind of the roadshow that that Jeff was talking about in just getting buy in at that executive level on, you know, from from the enterprise. I I think too, support was, a key player in this. And, you know, my boss, VP of of global services delivery, was was driving some of this. And also, we were starting with, it being more of a an IT focused project and so then it kind of morphed into something much, much bigger. And as people started to see the value and started to see this is something that we can expand throughout the entire organization. So we're still having a lot of those conversations and, in fact, got with Barca and customer experience on a a digital customer experience advisory board. And so people are starting to look at the successes that the support team and support portal, is is achieving with Coveo and they're starting to see, okay, what can we learn from this and how can we expand and also, also internally. So That that's really exciting and it and it's it's great to see that even after, you know, you got the buy in and you deployed, you continue to to to garner more interest in in what you're doing there. I do wanna shift a little bit because you mentioned, you know, people were seeing the successes and things like that.