Exactly, this is a hallow effect, right? You get impressed by that, but you have to go way beyond that point and not just a good impression, right? And I think then the second one which is a very related point is understanding that a candidate's profile or their experience or their track record matches what you need. So let's assume that you were correct in identifying a talented person so they did have an impact on their company. Maybe they worked on a project that changed everything for the company or they came in and they fixed the whole marketing and that company became super successful. But it's not enough to just hire a great marketing leader and think that now it's going to be the same for your company. You have to question what kind of marketing they were doing, and what were their budgets. What was the team and so on and do you have the same thing, if their experiences are in content and SEO and affiliate network-based product it's a different breed and they likely not going to have any impact. And we had a fairly almost a comical situation where we hired, we had the executive search company and they found someone super senior and just spot on the perfect fit for us and then I met that person, I spent a lot of time chatting with them and I thought, okay this is too good to be true, and then we hired him and he was very smart, but the problem was that in the previous company he had a team of 200 people and he had the whole supporting infrastructure. He had the systems and everything so he was overlooking everything from 30,000 feet and what we needed was someone being in the weeds and figuring out and doing things. We didn't ask all of questions and we thought, okay, this is a decent hire, a very talented person with a track record but their profile, their work ethics, and everything didn't match our needs and I think this is also a very common mistake of all of the early-stage startups - just going for track record and going for names.