That's a very good point. Of course, there is no 100% success, how-to-say, recipe to find that this person would fit into the startup. But talking specifically, even if that person is me in the past, let's say when I joined Revolut, I already had like 5 startups on my CV, right? So, I knew that it could be chaotic, it would require work long hours. It would require me to do many things, not only my area or title. Even for these types of candidates, there is a risk of not being a fit, for the high-growth startup. So especially for some candidates that spent 15/20/25 years in one company, bigger company, corporate, with processes established, with teams knowing what they're doing, with people knowing what they're doing. For that person but as you say as you're trying to refer, there could be cases that still that person could fit into the startup, and the way to find this out and then we develop the whole you know, hiring, system if you like and questions and stages and so on, and now it's even more developed, but in the past, let's say early stages, what we try to do when you try to dig deeper and see how hands-on they still could be; whether some of the biggest achievements lately that team or the company have achieved. What was their involvement in that achievement and more importantly, especially if they are managerial level people, who normally are there to manage people in the right direction. We ask about them the greatest problem in their opinion. And the greatest challenge in their opinion that they recently worked with and either succeeded to achieve or not succeeded to achieve and then they would start describing that challenge. You know it's kind of easy I guess for anyone to think of some recent challenges. And then what you do, you dig deeper to the level, where you understand whether that person was there just for the sake of being there - I don't want to insult anyone or these corporations, etc. But sometimes it happens that those people, especially the biggest seniorities, are there not necessarily digging into the problem. A good example could be someone on the highest level possible in the management structure like Elon Musk, I'm pretty sure if you ask Elon Musk about even the gradual, very detailed problem, about some of the manufacturing of the cars or Spacex, he would probably know everything about it, I'm not saying that every manager, senior manager has to have that, but it's so important because if you do your job well and especially relevant for Revolut cases, if you're responsible for one area or another area, it's not the time where you cannot know the details - not to the very deep depth but the details, why we are going this way, why we're solving the problem this way, and not this way, and so on, so how did you change the course. What did you do to solve this when you ask those questions and dig deeper and dig deeper with those questions you understand that person wasn't hands-on, but familiar. I would say it this way. It's not that person that reaped the success of the project. It's almost as if with that person or without that person probably the team would have figured it out.