and through the different phases of growth. But I think the the risk of that is that you end up not being authentic as a founder to, like, partly what you enjoy and therefore probably what you're good at long long term. Like, how how much do you listen to the sort of playbook around company building and and how your role as CEO should change versus sort of feeling your way through it?

That's a great question. When I was more a bit more insecure as a founder or more immature as a founder, I'd listen to everyone, and I've made so many mistakes. Right? One of my biggest mistakes is hiring senior execs from big publishing houses to come and work and build at Allego. One of my big lessons is it's much better to hire someone for an amazing attitude that doesn't have industry experience than someone who's got that thirty year experience.