With that, Yemi, again, thanks for being here. I thought we could start maybe just kind of high-level strategy in terms of the last couple years, how the platform has evolved, and importantly, what your vision is for the next few years going forward. Yeah. Perfect. It's a really great question, Craig. I think initially Hims & Hers started around really with a focus towards making treatment for stigmatized conditions accessible and elevating the awareness for consumers across those conditions. I think as you look at how the platform has evolved over recent years, you know, we've started to add many different capabilities that remain a key focus of the organization going forward. A few years ago, we made the introduction into personalized treatments, really with an eye towards, you know, thinking through what are the different elements that prevent consumers beyond just awareness and access from getting treated, whether that's form factors or needing to balance side effect profiles with efficacy concerns or even just making regimens more simple through treating multiple conditions, where there is a relationship, you know, with our subscribers on our platform. We really leaned into that, you know, invested hundreds of millions of dollars into CapEx to bring forth those facilities. I think over time, what we saw is more and more success, you know, through retaining our core competency of elevating access awareness. The need in the consumer feedback around personalized treatments was relatively resounding, where the majority of consumers on our platform today, now receive the benefit from personalized treatments. With more than, you know, 2.5 million subscribers on the journey, I think that we have the benefit, and I think we're one of the few platforms that do have the benefit of, you know, really seeing the consumer life cycle from intent all the way through outcome. What are the things that users are coming to us to treat? What are the treatments and, you know, dynamics that worked? What are the ones that potentially consumers did not have success with? Ultimately, what is the follow-on care, you know, that resulted in greater and greater success for consumers? As we think around the next, you know, phase of the company, I think, you know, the way that we've thought around building the capabilities for Hims & Hers in the past has really been through, you know, enabling, you know, compounding effect of the benefits and capabilities of the platform. We started with awareness and access, combined that with personalized treatments. Now what you're seeing with the scale of what we have is leveraging data, you know, and insights through the existing user journeys that we have today. You're also seeing that morph into new data vectors in the form of lab diagnostics and some of the other, exciting things that we, you know, spoke around last year on this year's earnings call. I think what you're likely to see from us going forward is a strategy that still continues to leverage the historical competencies of the organization, but leans more aggressively, you know, into the data. We speak around, you know, quite a bit around what are the key growth levers across the company that we believe will drive the business. That is deepening personalized treatments, continue to leverage technology to remove friction points at various stages through the consumer journey, leveraging partnerships, you know, across the ecosystem, with like-minded players to deliver the things, you know, that we may not be able to deliver, you know, and then lean into international expansion, you know, as well with many of the things that we that we announced over the last several weeks. Great. Definitely wanna spend some time on the international strategy. Maybe just starting for kind of this year, you had earnings last week, you established guidance for this year. As you think through this year and the strategy moving forward, like, what are some of the most important things you wanna make sure you're executing on in 2026? Yeah, I think it's, I think we made a ton of great progress across the, you know, the levers that we spoke around, you know, in 2025. You know, just, you know, kind of looking at the broadening of personalized treatments on the platform, that was something that we were very excited to do in 2025 with more multi-condition, you know, offerings across many of our more tenured specialties. I think as we looked at the investment that we made in the technology platform, one of the things that that afforded us to do was the ability to move faster and more efficiently. If you look at the company's life cycle, historically, we launched one, you know, at most, sometimes two specialties, you know, per year at the most. The end of last year, we went into three very complicated specialties in the span of six months. I think that that is a testament to the investment in the engineering and technology teams we put forth in the front half of last year that enabled us to move faster. I think our ability to continue to cultivate those new specialties, low testosterone, menopausal support for women, and diagnostics will be critical in setting the foundation for growth in 2026, but also the future growth factors, you know, in beyond 2026. I think that will be remain an area that we lean into of continuing to cultivate and drive those new specialties. Additionally, what you're likely to like to see us do is continue to also, you know, really lean into, you know, the effect of pairing data capabilities with personalization. We're excited to announce the YourBio Health acquisition last year that in the future, will enable us to roll out a painless, at-home diagnostic device. The ability to also pair that with some of the best minds in AI to, you know, really just elevate the consumer experience as well as the diagnostic capabilities on our platform is something that we're very excited by. Clearly a very meaningful investment in international expansion. I think that the aspiration for Hims & Hers has always been to help the world feel great through the power of better health, our mission statement. I think that in 2025, we embarked on that journey with the expansion into Canada, deepening our presence into the U.K. In the back half of this year, we're very excited to further reinforce that through welcoming the Eucalyptus acquisition to the Hims & Hers family. Great. Just going back for a minute in terms of you laid out kind of how the platform has evolved, just from an awareness perspective and maybe a touch on just kind of Super Bowl ad, just how is that resonating and anything you can kind of offer in terms of whether it's traffic to your site or kind of feedback loop around that? Yeah. I think that, you know, in the near term, what we've already, you know, kind of observed a lot of success with is just, like, the marketing efficiency. A couple years ago, we invested very aggressively, you know, in the brand. I think that we're uniquely positioned for that in the respect that we have a broad set of capabilities and specialties that are still relatively focused in nature. Roughly in the, you know, kind of, back half of 2022 and definitely in 2023, we started to lean more on broader brand education, and you're seeing that show up in the form of, you know, an immense, you know, step-up of marketing efficiency in 2025, where we elevated marketing as a percentage of revenue and improved that close to 7 points, you know, year-over-year. I think that that is an indication that that is, you know, working, you know, for us. You know, with the Super Bowl ad and some of the other things that we've put forth this year, our expectations will continue to invest in the brand. There's more capabilities. There's also the shift to help consumers more proactively improve and manage their health, that we want to, you know, spend a lot of time educating, you know, consumers around and making that transition. I think that, you know, our view is that the investment in the brand will carry long-term efficiency gains for us as an organization. When we think around, like, what is the North Star, you know, for Hims & Hers, you know, call it three to five years from now, I think it's to become the default brand for, you know, health and wellness. If you mention, refreshment drinks or, you know, car insurance, each of those, you know, phrases triggers, two, maybe three brands, you know, that come to mind as the default brands that cater to those audiences. I think that we have the breadth and depth of treatments that position us to be the default brand and for health and wellness, health and wellness services. Great. I do wanna touch on just the compounded pill and kind of the news flow around that in the last couple weeks. Importantly, when you think about all the strategy and things that you're kinda gearing up to, how is the company kinda dealing with that in terms of litigation risk, FDA and DOJ? Any perspective there you could share with us? Yeah, sure. No, I think we're, you know, always thoughtful, you know, as we, you know, launch anything new on the platform, both from a regulatory perspective, but also from a consumer trust perspective. I think the strength of the brand is the ability to, you know, continuously, you know, adapt as well. I think some of that is what you saw around some of the decisions that we made around the, you know, oral pill offering, you know, that we did launch. I think that our interest is always to, you know, put the consumers, you know, first, and we talk to a lot of experts internally, you know, and externally. I think with that and continuing to follow the same frameworks, you know, that we have, I think we're confident in continuing to build a robust offering, you know, not only in 2026, but also for the foreseeable future as well. Got it. I'd like to come back to just some of the new growth initiatives. You mentioned kinda low testosterone, HRT, menopause. Take us through kind of as you look and evaluate new categories, what's the most important kinda criteria for you to not just kinda target that, but then to kinda execute on some of these categories? Yeah. I think there's a few components before entering any new specialty that we look at. The first is around the category being recurring in nature. I think the focus of the platform thus far has been going after conditions that are recurring, you know, and chronic. Like, what you don't see today on the platform are things that go after addressing acute needs. That's usually one filter that we apply. The second is there needs to be a large enough addressable audience that really truly cares about these things, you know, for it to make it worthwhile to invest the resources to, you know, bring an offering to market. The last thing is that we look for things, you know, on the market, you know, today that fundamentally people are going to, you know, increasingly, you know, care about, things that are emotionally resonant in nature. I think the pairing of those three things, large market, recurring in nature, and emotionally resonant, are things that, you know, historically have been what's drawn us to bring an offering or give a specialty to market. I think that what becomes exciting is as you also, you know, look around the capabilities, you know, that we've expanded upon with through personalized treatments, but also with the launch of the lab offering, you're able to detect things that are still emotionally resonant, but that people may be not able to see. For traditionally things like, you know, hair loss, weight loss, sexual health, those are things that you immediately know, you have a challenge, you know, that you're faced with. For, you know, elements that may not be as obvious, like low testosterone or hormonal, you know, therapy, those are things that you may not know, you know, exactly. You may feel some of the symptoms, but you don't necessarily know, "Hey, I need to go, you know, for XYZ treatment." The ability to make diagnostics more accessible, to a broader portion of the population positions us to help users identify, you know, where they may be faced with those treatments that are, you know, that are less obvious, but ultimately have an ecosystem that serves those in an easier and friendlier way than what currently exists out there today. Got it. How do you think about just the size of these potential markets longer term and think about as you kinda scale into it? I know they're kinda just getting off the ground this year. What does that look like the next couple years? Yeah. It's a great question. You know, I think our view is in relatively short order. Each of these specialties has the ability to hit a $100 million+ run rate, you know, in the near future. I think from there, just like given the, you know, amount of individuals that are suffering in the U.S. alone, even setting aside, you know, now the global, you know, dynamics, you know, these are markets that have tens of millions of users that are encountering, you know, challenges and can benefit, you know, from treatment. Our view is, each of these have the ability to be quite large in nature. I think that as we continue to remove barriers and friction points in the ecosystem that prevent users from getting treatment today, the opportunity is immense. That's one of the things that gives us just the high degree of confidence and the ability to hit very ambitious 2030 targets. You know, the $6.5 billion or more of revenue and the $1.3 billion of EBITDA. Got it. You mentioned before really good strides on marketing efficiency. How do these new categories play into that when you think about kind of CAC and LTV? Is it a continuation? Are there some upfront investments required? Yeah. I think there's gonna be upfront investment, you know, required. I think we're gonna thoughtfully expand specialties, you know, in a, you know, in a, in a thoughtful way as we've done in the past, through stage gating and ultimately bringing each of these specialties to, you know, effectively what is the, you know, gold standard where we run the company at a one-year payback period or less. I think what's very exciting is you see a lot of synergy value across many of these specialties, right? we spoke around earlier the concept around how diagnostics moves you from a world of reactive care to proactive care. I think that's gonna hold, you know, true more and more in the future. I think that the ability to invest in the broader brand, plus the ability to proactively help consumers diagnose challenges with their health ultimately will drive more and more marketing efficiency in the future because as we're able to identify, "Hey, you might have low testosterone, and you take a lab test for that," the hurdle for that user to convince them to get treatment with real data, that barrier becomes much lower, and they're already a subscriber on our platform. It's a little bit of almost like, why not? Historically, we have not leaned heavily into into cross-sell, but I think the ability to pair data from diagnostics in the future wearables, and other forums, with treatment, unlocks an immense opportunity for us to continue to drive efficiency on the back half of the decade. Got it. It sounds like you have enough kind of in the hopper in terms of growth. On a longer-term basis, any other categories? I know in the past, the company's talked about kind of sleep and pain management as interesting. How do you think about those specific categories or others, again, more on like a multi-year kind of basis? I think on a multi-year basis, I think we, you know, we have several specialties, many of the ones you mentioned, sleep, pain management, you know, and others, you know, that are incredibly, you know, exciting for us. I think that we oftentimes get, you know, feedback from users, you know, as well, our subscribers on the platform. I think, you know, we'll continue to be very thoughtful around the sequencing which we go after those specialties. I think that there's an immense amount of additional specialties that again, I think that some of the insights that will come from our platform and through diagnostics will help us more precisely refine the roadmap for the next couple of years. Great. Do want to pivot to the international initiatives. You're putting a lot of capital to work there to kinda grow internationally. I guess before we dial into the specific deals, what are your thoughts in terms of just the why now in terms of the time to be doing this internationally? Is there anything about the markets or growth trajectory that this is the time to kinda execute on that? I think that there's a couple, you know, there's a couple of barriers and set or variables, you know, to this. I think the first is like Hims has had an international footprint for several years. I think, like, similar to how we approach the launch of new specialties in a very thoughtful and disciplined way, that's very much our approach to international markets. We've been present in the U.K., through the Honest Health acquisition for several years. We've obtained a lot of great learnings, you know, from that. We then, you know, looked at the amount of free cash flow that the domestic business was able to generate in operating cash flow, where last year we had north of, you know, $300 million. I think given some of the, you know, dynamics, you know, of the success that we saw progressively with Zava, the Zava acquisition last year, that reinforced, you know, greater confidence that there's an opportunity to, through both organic as well as acquisitive means, become a, the leading global platform. I think that, you know, as we looked at some of the more substantial acquisitions we made, namely in the form of Eucalyptus, that was several quarters, you know, in the making. We oftentimes, you know, just think through what are the various markets we wanna enter. You know, we do a honest assessment of build by partner, and then we go through and, you know, kind of hold various discussions with, you know, a variety of different industry participants. What we observed with the team is, that was one of the teams that was very culturally similar, you know, to Hims & Hers. They're very thoughtful. Eucalyptus team is very thoughtful in their expansion approach, also has the ability to be agile and move very quickly. That was something, you know, that excited us. The strength of the domestic free cash flow and operating cash flow, you know, that we're generating was also something that was, you know, very exciting. You know, I think the ability to, you know, look at just the overall volatility in the market, like we tend to think more on a longer-term, you know, approach. A couple of years ago, the, you know, multiples, you know, for businesses look quite different. Between the attractive, price point, the confidence that we got in the, you know, from the learnings in the, in the U.K. market, as well as just the overall strength of the domestic business Felt like a good opportunity to further, you know, place another element to build the global platform for the business. Got it. What would you say when you think about internationally, like, the biggest differences to the U.S. kinda market? Like, what are some maybe adjustments you have to make, whether it's in strategy or what matters most to ultimate success internationally? Yeah, I think it's like the I think probably, you know, I'd almost, you know, flip the question, you know, and I'll answer, but I'd almost flip the question and go into, like, what is fundamentally similar, right? I think that that's probably, you know, the key, you know, the key element to the equation, 'cause I think that there's nuances across each market that you kind of, you know, go into that vary. Fundamentally, at the end of the day, consumers wanna feel great, consumers want transparency, they want convenience, they wanna feel heard by providers, and they want effective, you know, effective treatments through many of the things that we offer, you know, such as, you know, whether it's personalization or just the provider connectivity. Those are things that always, you know, hold true. Like, it's gonna be in no market do you have a consumer say, "Hey, I don't wanna feel great," or, "I don't wanna improve my health," or, "I wanna pay more." There's just things that are fundamentally, you know, standard across the verticals. I think when we view it from that lens, that kind of is the North Star that we operate under. I think across each market, there's nuances around regulatory mechanics, marketing mechanics, you know, and so forth. I think they're just operating through principles of the things that are similar and how do you bring value across those dimensions. We typically start there, and I think that unlocks a wave of opportunity. Then we go into, okay, how do you make that work within the construct of different regulatory standards, whether it's marketing or different regulatory standards around, you know, the products you're able to offer. Largely we've observed that, you know, the model that we saw a lot of great success with, you know, in the U.S., and the value that our subscribers and the feedback that, you know, they're benefiting from in the U.S., those benefits translate, you know, across borders, that gives us the conviction to work through some of the regulatory, you know, standards and nuances, on a market basis to bring those to consumers. Got it. I think you've talked about longer term it could be kind of a billion-dollar business. Today it's dilutive to margins. Can you just talk about that dynamic in terms of as you ramp, like what does the margin curve look like, and what are some of the important categories for you to kinda get to that billion-dollar run rate? Sure. I would say that, like, the, you know, the opportunity for, you know, international is immense. I think it's at least $1 billion, you know, in the next few years. I think when you look at the curve of the U.S., right? If you rewind 5, you know, five or six years ago, Hims, the Hims U.S. business was not yet EBITDA profitable, not net income profitable. As you started to follow a capital allocation framework that enabled you to realize benefits from economies of scale, had a hyper-focus on how do you know, think through leveraging operational efficiencies throughout the ecosystem over time, the combination of those two things enabled margin expansion fairly quickly, where, you know, at the end of 2023 we hit our first year of Adjusted EBITDA profitability. The year after, we were profitable on a net income basis. Last year in 2025, you know, the operating cash flow across the entire footprint was $300 million. These things, you know, tend to compound pretty quickly. I think our view is on a market by market basis. The international markets have the capability and the ability to do the same things. I think the benefit of being a global player is we have the ability to invest in those markets accordingly to get them to meaningful scale. We have the expertise of having been through this through For Hers and specialties as well as in the U.S. to think through the construct that enables margin expansion in the future. I think that as we start to, you know, look at what the international business looks like, you know, three, four, five years out, I think the kind of the way that you saw the U.S. arc increase in margins, you know, rapidly over time through leveraging benefits of the economies of scale. International business has the ability to do that. I think the benefit that it gets is, it has a U.S., you know, operation has the ability to provide funding to make investments probably maybe on an even more aggressive timeframe than what we were able to do in the U.S. Got it. That makes sense. I wanted to go back to kinda the, you know, sexual health side of the business. Last year, you guys had talked about kind of a transition in that market. Just kinda where are we at there? You know, that has been a headwind to growth. Is there a point you've kinda lapped that and you think growth will resume in that part of the market? I think it's, you know, we disclosed last quarter overall the Hims, the Hims business growing, you know, north of 30%, you know, year-over-year. We still see, you know, in aggregate, very robust growth levels there, the Hers side of the house growing in the triple digits. You know, I think that for the sexual transition, something that we're gonna be very thoughtful around, I think our expectation is, you know, that we'll start to get through that in the back half of this year. I think that a large part of it is at our discretion, though, right? If we see newer specialties, you know, take hold, you know, and scale faster, there's the ability to, you know, be more aggressive with that, with that transition. If the new specialties follow, you know, more of the conservative approach that we typically take, we have the ability to do the transition in a more, you know, muted way. I think that this will be, you know, something that we'll dynamically, you know, continue to monitor throughout the year. The effect of the sexual transition is getting smaller, you know, year by year as you see a greater and greater benefit from the stronger retention of the daily cohorts, also as our on-demand business, you know, becomes smaller in nature. I think it's going to be something that we expect, you know, to, you know, to start to see the effects of that receive in the back half of this year, but something that we're dynamically watching. Got it. In that triple-digit growth on the Hers side, you guys have talked about $1 billion in revenue this year. Can you talk about just some of the key drivers there and importantly, just the durability of strength on the Hers side? Yeah, I think it's, you know, it's overall, you know, quite durable. I think you have, you know, specialties, you know, that have launched in the platform, you know, such as Hers dermatology that supports skin and as well as hair, you know, mental health business, you know, historically, and then the, you know, weight loss offering as well. Now with some of the newer, you know, specialties, you know, such as diagnostics and menopausal support, I think the combination of these things and the continued evolution to bring more and more offerings and improve the overall breadth of specialties on Hers gives us conviction, you know, that it will, you know, be on pace for the $1 billion this year, you know, as well as have, you know, opportunity in the future to continue to grow on scale. Got it. Pivot just to technology and AI, and you guys have talked about kind of agents, and would love to get a sense or just an update in terms of what investments you're making, what it kind of means for the platform today. Yeah, sure. I mean, I think that there's some things that are going to be, you know, increasingly visible to consumers, and I thought there's also the things that just inherently help us move faster. Alluded to this kind of at the start of the, discussion, you know, that we were having, where our ability to launch three complicated specialties is just a testament to, the overall strength of the technology, you know, team and how they're, you know, continuing to evolve the platform. I think you're gonna continue to see us, you know, move faster, both in terms of the consumer-facing things, the ability to get your lab insights, you know, interface, and engage with the provider, I think will continue to evolve and become more dynamic over time. As we kind of, you know, play this out over, you know, a couple of years, I think there's kind of a few key phases where I think technology can really transform the experience for subscribers on our platform. Earlier in the journey, you kind of have the concept of, like, what happens with respect to how does a patient, you know, get diagnosed. Everything from the experience of when you come in, how does the overall experience, you know, for how you engage with the platform to seek treatment look like. There's a ton of opportunity, you know, to start to harmonize that and leverage technology for more customizable and seamless experiences. I think with the breadth of personalized offerings, there's the fundamental question of, you know, for a user, many users want to work with the provider to identify what is the most appropriate treatment for them. Oftentimes I find myself even doing this of asking like, well, why this treatment? The ability, you know, to start to equip with real stories, real data, real permutations with diagnostics, I think is fundamentally a game changer. When you also start to think around, you know, historically, we've been able to see intent to outcome, which medications, you know, for certain segments that users retain on which ones, you know, did not, what side effect profiles, you know, the individuals bump into. You actually start to pair that now with, like, real quantitative outcomes from diagnostics. What improvements across which metrics did users see with treatments, showing that and demonstrating that to users over time, like that becomes, you know, a very powerful, in-journey, you know, experience. Then as you start to go into, you know, the follow-on care, that also is an area that's ripe for, you know, opportunity as well. I think that the users constantly come to the platform wanting to engage and ask more questions for, well, how do I improve my care? I have XYZ question. Particularly in our weight loss specialty, we see that, you know, users are wanting to utilize many different tools, from instructions on the medication to also, you know, instructions around, you know, calorie counters, water intake, trackers, and other tools. The ability to start to fold that dynamically, you know, into programmatic AI agents in the form of things like care coaches or nutritional coaches, that becomes very powerful. As we look through the talent, you know, that we brought on on the engineering team over the last year, I think we're very well positioned to start to bring that value across the ecosystem that we just talked through. Got it. How about MedMatch? Where does that fit in in terms of where it stands today and to the overall strategy? I think you know, we still continue to be excited by MedMatch. I think that plays more into, like, that diagnostic, you know, experience, you know, that I mentioned of how do you fundamentally, you know, help providers and subscribers identify and pair up with the treatments, you know, that are best for them. I think just the introduction of more data, in the form of, you know, diagnostics and in the future wearables and other inputs that we'll get, will fundamentally help tools like MedMatch and others in the overall diagnostic experience. Got it. In addition from the AI lens, in terms of consumer experience that you walk through, anything internally in terms of efficiencies or things that you expect to be able to kind of scale even better going forward? Yeah. I think, I think the example of, you know, having the architecture and the ability to move quickly to, you know, launch three complicated specialties, like, I mean, in our history, that was, you know, just not something that we've done before. I think that that's a reflection of, you know, just the type of, the type of talent that we brought in that will enable us to move quicker. I think there's also gonna be things, you know, on, you know, obviously the cost efficiency side of the house, whether that's, you know, through continuing to improve the customer support costs, but, like, not degrading the efficiency, or the overall quality and experience that a user is able to get. I think that there are gonna be cost reduction efforts that, you know, across the organization, you know, that will present themselves. I think what's more exciting, you know, I think energizes myself and many other members of the team, is just, like, what the overall expansion opportunity can look like and what that can provide from a revenue and margin profile perspective in the future. Got it. No, that is, 'cause I know there's a lot of focus today around the margin side, but revenue opportunities could be very appealing. Just as we finish in the next couple minutes, I do wanna spend time on just vertical integration. Really in the context, if I think about what's a competitive market? You have large organizations like Amazon. You have a long tail of private telehealth companies. Just update us in terms of how powerful that's been from a verticalization perspective and how differentiated you think that is versus other offerings out there. Yeah. No, I think it's a question, you know, that's kinda come up every, you know, in the last, you know, four years, every year that I've, you know, that I've been here, and I think that we continue to execute strongly across kind of the four levers that I think differentiate, you know, Hims & Hers. I think if it was just, like, one individual, you know, lever where it's like this is the secret sauce, you know, for why we're differentiated, I don't know that that's necessarily, you know, durable. I think the fact that, you know, like, we continue to execute across, you know, the four key levers, one is just the overall brand. I think consumers increasingly know about the Hims & Hers brands and are continuously drawn to those brands. I think that that has been a historical differentiation factor for the organization. When you look at, you know, the technology and the benefits that we get from scale, north of 2.5 million subscribers on the platform, I think we're one of the few players in the entire healthcare ecosystem that goes from intent all the way to outcomes. I think our ability to take that and adapt, you know, the offerings that we have on the platform has historically been a differentiating factor as well. I think as you start to inject more richer data with things like lab diagnostics, wearables, and pair that with some of the AI capabilities that we talked around earlier, I think that ecosystem, you know, becomes more and more powerful. The personalized capabilities that we spend a lot of time, you know, speaking around, we've put hundreds of millions of dollars of CapEx over the last couple of years, you know, to, you know, build out those capabilities, and we have the data to know, increasingly, what are the things that are most interesting for our subscriber base, you know, at scale. I think the ability, you know, to, you know, execute on that has been immense. I think the final component is really just, like, the strength and the quality of the provider network, you know, that we, you know, that we do have. I think being one of the largest players out there, our ability to attract and draw some of the best, you know, medical and provider talent truly has been, you know, differentiating. I think our ability to continue to execute across levers that we mentioned, you know, on the growth side, but also to reinforce, you know, these components of the flywheel, is what makes me super excited, you know, on a day-to-day basis, but also gives me the conviction that we'll continue to see the strong growth across not only domestically, but internationally, for the business as well. Great. I think we're right on time there, appreciate the insights into the business, Yemi. Thanks for being with us. Awesome. Thanks so much for having me. Thank you.