Great to have you here, great to have the team from MongoDB here. You just had, given that it's topical, you just had earnings this week, so, probably start with that one. What are the benefits from your perspective there, and then we'll just kind of take it? Yeah. Yeah, absolutely. Great to be here, great to see you. Thank you for having us. Always look forward to this. Yeah, so we reported earnings earlier this week. I'll give a quick summary, for those who the details, we can dive through it and run through everything. So it's another strong quarter. Overall growth of 30%, year-over-year growth. Atlas growth was 36%. Atlas was in line with our expectations. It was another strong stand-up quarter for Enterprise Advanced, the upside, and we drove the beat. So I feel really good about that. I think that the core of that is a run anywhere, so this is the idea that not everyone is 100% all in the cloud. Yeah. People have different preferences and everything else, so we wanted to make it easy for them to get the advantage of MongoDB. So the new business environment continues to be strong for us in terms of getting new workloads both from existing customers as well as new logos. We continue to see, of course, existing customers and existing workloads grow healthfully, but at that sort of more moderated, the you know, rate that we've seen since the macroeconomic slowdown. I would add that continues to be stable, though. And so feel good about that, call out on the bottom line, strong profitability. Oh, very strong. You know, 80% on the margins. So, reflecting the strength of the business, we can talk a little bit about that, you know, over time. And then continued to feel strong with the outlook. You know, the Q4 guide, which we've been about, we raised the guide by more than the beat. Some of that comes from really confidence in Enterprise Advanced. As I said, that was attracting to our expectations, but strong enough that we're seeing the Enterprise Advanced side raised by more than a beat there. So, overall, a really strong quarter. Yeah. And then, I wanted to stay on Enterprise Advanced because, like, it does, maybe it's just me and when, like, you're going way back, it does feel like the messaging is slightly changing. It seems like a little bit more, like, this seems to be more positive. Like, you mentioned already the run anywhere, like, practically, like, what's driving, like, is it surprising to you, first question? Yeah. Like, have you seen it? Because it's the second quarter in a row now, and then, what, you know, how sustainable is that benefit that you're kind of talking about? Yeah, it's definitely surprised us, and, you know, part of it, you know, really the customers, right? And ultimately, as you know, in our conversations with customers, when you think about it, we're here to kind of work with them, and different people are on different spots of the cloud journey. I think we've talked about this in different settings, but, you know, conferences like this, it's easy to think that everyone's all in on the cloud. Yeah. Because that's what everyone talks about. But the reality is there are a lot of workloads, you know, still on-prem. There are a lot of companies, or industries that are more conservative, that are a bit laggard, that are daunted by the prospects of moving, that may be delayed some of that macro concerns. Maybe they have regulatory issues, sovereignty issues, like there's a whole wealth of things. So I don't think it's going away anytime soon. And so what we do know is that while there may be this tendency to think about cloud and on-prem as sort of modern legacy, what we're seeing is that there's increasing, I think, appreciation on the customer base, that moving to the cloud isn't the only aspect of modernizing or those are not synonymous. Yeah, yeah. Modernize, you know, that obviously include the cloud, but even ways that don't include the cloud. Increasingly, what we're seeing is people appreciating MongoDB, and in this case, particularly Enterprise Advanced, as sort of an on-ramp to the cloud, right? Mm-hmm. My organization isn't ready or regulated, whatever the dynamic is, to move to the cloud, but we know we need to modernize our infrastructure, we need to modernize our capabilities, and really innovate more quickly, and that's where EA comes in. So it's a lot of feedback, and it's been great, a lot of confidence. Have you... It's something that we observe as well in our work that, like, given that budgets are tight, you kind of, yes, you probably, you might not go to the cloud straight away because it's like, you know, double cost in a way, initially, because you have to run it on-premise, and you run it on cloud, and it's double. So then maybe the two on-premise kind of modernize it there. Did you change that change in thinking, like, you kind of changed your organizational behaviors for all? Or like, how does your sales force engage with the client? Are they like, you know, was it more cloud pushing before, and now you say, like, just, let's get the deal done or get them on another plan or how? No, I wouldn't say cloud pushing. I think it's pretty clear that, you know, if you're a sales rep, your goal is obviously to maximize your commissions. Yeah. You're going to go to whatever is easiest, right? Whatever's fastest. So having all the tools in the toolkit, if you will, is what's good for them. So they'll go and they'll approach whatever is the fastest path to money, frankly, right? Yeah. And so, I think the default motion sort of presumes that you will want Atlas, right? And that you will be in a modern environment. Yeah. Pretty quickly. You know, if I'm the rep and I'm covering marketplace, I'm gonna know, you know- You're not going to move. Yeah, yeah. Yeah, that's not the thing I should be batting my head against the wall. Yeah. At the right time, obviously, sure, I want to be there. But people know their accounts, and it's pretty hard to sit talking to reps and say, like, "You know what? You know, Ms. or Mr. CIO, you should, or CTO, you should deploy this way," right? Yeah. Companies have a strategy, and so our folks will just gravitate towards that and want to support the customer, and work with them, and help achieve their kind of technology objectives, so that they can drive technology as- ... Yeah, yeah, yeah. And then, one last, just to give us an idea about sales, not that you want to do a data report, but like, cloud optimization, it's like, I mean, how big is that market still? Like, you know, like, look, I cover Oracle, there's a whole lot of movement in the Oracle space, et cetera. Like, and it feels like we haven't done that much because you know, historically, we've been doing more like new workloads, and you did pretty well there. There was some modernizations, but not that much. Talk a little bit about what you're seeing in terms of the opportunity here. Yeah, so there's a significant opportunity. You know, there's tens of billions of dollars spent on relational, and we continue to chip away at it and kind of have more and more success on an absolute dollar basis every year. But there have been some, you know, historic barriers. The way that I think about it, somewhat simplistically, is if you're a CTO or you're running an engineering organization, that's probably a very expensive investment. Mm-hmm. Your engineers, you know, your employees, and you're going to want to maximize the benefit of those, so that you can directly feature table, user experience, whatever it is it might be, right? And so typically, you wouldn't wanna rebuild something just to rebuild it, right? Just because it could be better. There has to be some sort of pain point. The analogy that I use often in financial settings- Mm-hmm. You'll build a model, and you'll build a model of a company, IBM, whatever, right? You build that model, just like an application built on relational. Yeah. A relational database, basically a spreadsheet on steroids. And so you build your IBM model, and lay out all out, that's your predefined schema, right? You said, "Okay, here's what it is." And then what would happens is they change the segment reporting, they do an acquisition, there's a divestiture, and you're doing all these things on the side to kind of like slam in the numbers and make it work. But But quickly, that model becomes nonconformant, so you need to rebuild it. Yeah. Right? And that's exactly the process that an application owner goes through with their application. If it's working or it's a little bit hard, but working, like you'll keep with it, because you want to do a new model of a new company to cover. Yeah. At some point, it's become so cumbersome, so brittle, so rigid, you're just like, "Screw it, I have to go rebuild this thing. Yeah. Like, that's happened. So there has to be a pain point, when that pain point comes, that's when you go off the decision. Yeah. Yeah, okay. And then from you as a CEO now, obviously, like, more for your own sanity, not predicting your quarter, Atlas is better. Like, you know, because it's more predictable. Certainly 606- Yeah. Adds some complexity. Yeah, so 606 now comes in for—for EA. How do you get comfortable? And—and I don't think more than in your guidance. Like, it just feel at the moment, you kind of keep a lot of those EA deals out, that they come, and then, you know, we have all the 95. How do you have to think about that? Yeah. So we, you know, while we don't guide by product, in part because of the 606, we, we have to have a view. Yeah, yeah, yeah. And we have a view around, you know, product mix. We'll have a view around multi-year, right? Because that can be a factor that affects from a 606 standpoint. And we try and do kind of, you know, closest to the pin, if you will. But because of the Six, you know, variability and the lumpiness and the recognition of the upfront license revenue, sometimes that's where you can have surprises. Mm. You know, that's kind of where we are. And then remind us- Actually, one other thing I just add on that, just on the Atlas side, because I think there's an obvious risk or temptation that some will, someone will assume that because Atlas is consumption-oriented, that that is virtually identical to ratable, right? Yeah, yeah. It is actually driven by the underlying reads, writes, and activities in the database and the consumption. Yeah, yeah. And so there's some variability in there, and, you know, Atlas is, you know, while large and quite successful, actually pretty new. And if you think about, you know, data, if you're trying to get, like, seasonal trends and things like that, we only have to get right. What we talked about, for example, in Q3, was like, that tends to be a longer quarter, whereas Q4 tends to be like a seasonally weaker quarter in terms of what the growth we see from the existing company. Yeah, yeah. And then, last question for me, I want to say data. Maybe remind us on the 606, like, how much license revenue do you recognize it? I think it's 25%? Yes, roughly 25%. Yeah, so the simple way to think about it is if you have an annual contract, and most of our contracts are one-year contracts. If you have an annual contract of what you'd recognize, roughly $25 upfront, and the remaining $25 would get recognized monthly over the next four months. Yeah. Where the multi-year deals come in, and this is one of the reasons why we sort of call these out in terms of sort of the results and the difficulty to compare- Yeah. because if you had a three-year deal, let's imagine for the moment that the three-year deal for simple math, which is 100, 100, 100. What you'd do is, at the start of the deal, you'd wind up recognizing $75- Mm. of Term License upfront, and then the remaining 2.5 spread over the subsequent 36 months of the contract. Yeah. Right? And so that's sort of what creates the lumpiness of the impact from multi-year deals. And the reason why we call it out is because it does really affect the numbers, particularly when you look at year-over-year growth rate. And I'm reasonably confident that all of you totally understand. Okay, next year, I need to remember the 75- Yeah -denominator. But I think the key thing that sometimes people forget is that current year's numerator won't have the 25 that it normally would have had from what was just three successive annual deals. Yeah, yeah, yeah. Right. And so thinking through that and what that means compares, and that's kind of why we, why we try to call them out to people and, and belabor the point, make sure that people, when they're doing their- You upsell in the year later. You could, but if you upsell, it would only... You basically would only get the term license for all the new stuff. Yeah. So if I sold you 50 licenses out of the gate, and I sold you another 10, you know, I could do it on the 10. Yeah, yeah. But the 50 are kind of baked in the cake. And then one more question, like, you know, at times like at the moment, like, what are those guys doing multi-year deals when you say, I want one year? Like, it seems a bit odd. Yeah. So it's interesting. It isn't an ad, like, it's not something that we're trying to force or push. I think, you know, when it comes down to it, you know, the multi-year deals, specifically the multi-year deals that happen—we get back and tend to be the EA deal. But I think it's in the, in the sort of Alibaba OEM licensing deals, it's just easy to understand why they would want a multi-year deal. Yeah. They just want the certainty of you know access to the license. But for customers, I think it's you know it's a lot, the organizations that tend to buy EA tend to be a little bit more established organizations. They're perfectly comfortable paying you know annually upfront for the license, not a cash you know optimization thing. Yeah. Frankly, there's a lot of negative baggage and a lot of scar tissue, including by, you know, some of the legacy players around pricing. Yeah. People like, you know, they're clearly, in that case, you know, expecting to consume and keep consuming and consuming more MongoDB. They want it at that price, certainly. Yeah. I think the fact that there was sort of an inflationary backdrop probably doesn't hurt, because other vendors have been raising their prices. Yeah. And so if I can just get some certainty, I know I'm going to use it. Why don't I try and lock that in, and lock in my kind of future ramp? Oh, and where it comes from, yeah. So. Yeah, yeah. Hypothesis. Yeah. Somewhat anecdotal, but. Yeah, sure. I know I love the exciting part, and I'll come to that next, but I wanted to kind of clarify one more thing before, and I apologize then for the question in that respect. Other- That's very good. Yeah, yeah. That's for sure. On the other revenue, obviously, like, not just in Q3, but in Q2, we had, like, the large jump. Then we need to put a new model next year. We need to be aware, like, that there's that kind of one-off, kind of large jump. Like, what else is in there? And do you have any visibility for what could that be like more things that, you know, you know, but we don't know yet that kind of out next year or have, or, like, impact those numbers? It does look like a steady, steady, steady large jump. Steady, steady, steady. No, you're right. That's a tough compare for Q2 next year. But more generally, to my point, all the multi-year deals, which we've seen more this year, compared to buyers and EA also- Yeah. Yeah, yeah. Okay. So you're not going to tell me there's another jinx? No. Okay, I tried. So if you, if you think about, Atlas now, like, speaking here a little bit, so, so really good solid numbers maybe. They're kind of, as you said, in line with kind of your expectations to some degree, actually our expectations as well. What do you see in terms of linearity in the quarter? Like, how did that come together for you? Yeah. So, the key thing to keep in mind about linearity, both for Q3 and for Q4, really has to do with seasonality. So we see the back half of Q3 being usually stronger than the beginning of the year. Okay. It's driven by the underlying usage of the application. That's exactly right. We basically see applications across our portfolio experience, faster usage growth when the summer is over. Mm-hmm. People are back and interacting with the apps in their lives more, and that drives the seasonal improvement in the back half of Q3 versus Q2 and the first half of Q3. Yeah. Now, if you think about Q4- Right. It begins like the regular quarter, if you will, but then comes the holiday slowdown, and it's exactly the same. During the holidays, we see meaningful slowdown in the underlying usage of the application, and as a result, we see slow growth across all holiday periods, those that are there, apparently, and that actually quite nicely correlates with our revenue. Yeah. And, it's not a critique on you guys, but, like, because you're- Sure. With that as well. Like, you know, you remember last year, we kind of learned about seasonality, that you learned, like, Atlas, Q2 is like less, Q3 is slightly more. This year was slightly less, like, and looks like you're still learning about that. Like, can you talk a little bit, like, you put some teeth there, like, why was it maybe more less last year and maybe less this year? Like, anyway, you think about next year, and we try to model that, like... That's right. First of all, I would repeat that, Atlas is still very young. Mm. And then we kind of divide the world into pre-COVID and post-COVID. We really only have, for anything, quarter two, and now in some cases, three data points to try to understand quarterly. Yeah. So we're, you know, if you're, for a trained statistician, that is far from a significant example to be able to call it, but we're trying to be as strict as we can as we learn about the business. So what we've seen is the last three Q3, including this one, we've seen the seasonal improvement back up. We see it driven by again, like I said, usage growth, and we expected seasonal improvement to be less this Q3. Mm. - than prior Q3. The reason for that is that generally speaking, we see less variability in consumption this year compared to prior year. Mm. It just feels like macro felt a little bit more unsettled last year. Customers were trying to adjust their strategies and so forth, where like now we're in this slower growth, macro effective growth. But it just, as we look at literally standard deviation, week- over- week growth, it's smaller this year. For that reason, we expect less of a recovery here. I think the other thing worth adding is, you know, our business is quite diversified when you think about the types of applications, industries, sectors, geographies, and everything else, and that has a portfolio effect. And as you get- Mm. You know, a bigger base of applications and a more, you know, and a still healthily diversified base, you would expect that, you know, variability to be dampened, right? If we only did, you know, e-commerce- Yeah. Right? We might expect things to go up, or we only did internal applications, you know, at that. You could expect the last two weeks of August to be quiet or, like, you know, whatever, like. Right. And so, having that breadth of, of, and diversity of applications also sort of contributes to this- Yeah. - increase. Yeah. Okay. And then the, if you think about it, like, the number one debate I have, like, remember, like, at the beginning of the year, was all about cloud optimizations and, oh, my God, we're already there.... Maybe, starting this point of discussion, maybe remind us, like, how your Atlas consumption is maybe different than, like a Snowflake or like a Datadog? Yeah. So, we see a very tight correlation between the underlying app use growth- Mm-hmm. and the growth of that platform. And that shouldn't really be a surprise, because companies are building applications, they're deploying expensive development resources, and they fundamentally want to see that app successful. And if that app happens to be successful, then they—it grows, and with it grows, how much they pay us over time. And again, they're very, very tightly. And if the app is not successful, the fact that they're not paying us as much as they would have otherwise, is actually, you know— Yeah a source of discipline. And so we don't experience optimizations the way, you know, we hear other people talk about it. When we talk about optimization, how we define it at least, is meaningful reduction in spend, you know, without affecting use. And that's not really possible to do on our platform because the two are very, very highly aligned. Yeah. What we've seen is, when we've seen a very clear change in the macro environment, the second quarter of last year, seeing the underlying usage growth of our, the applications on our platform slow down, and with it, the revenue growth, or Atlas revenue, ARR and revenue slow down. Yeah. With the seasonal puts and takes, we've been in that slower, but really ever since. Mm. That's sort of our dynamic and the Principal driver of our business, and that is different than the other people who are seeing those, like, big continuous moments when customers decide to spend less, but that's not our dynamic. Yeah. And then how do you think, like, the big question we all have is, like, you know, are we, like, on the, on the more consumption-driven names, are we stabilizing? Are we stable? Are we getting better, et cetera? Like, like, and, and here I just wanted to find out, like, how do you manage your business, think about it. Like, one question I get a lot is, like, people look at year-over-year, and they're, you know, it's like a bit people taking it first. It looks like it's the right number, but then I talk with other consumption guys, and they're like, "You can't look year-over-year, it doesn't make any sense. You look quarter-over-quarter." But then it just... And I was a little bit like, how do you think about, like, are we stable? How do you feel about that? We agree that as a consumption business, we're very closely driven by the growth of the underlying app quarterly. We always have some call out the dynamics when they're sort of like the starting ARR in the prior quarter. Consumption, impact to revenue, you know, there are other factors, you know, Q2, in Q2, there's three more days. In this Q4, we called out the unused commitments from the prior year, just reminding people. So there are puts and takes, so we try to kind of give you a map for the journey, but really, sequentially- Sequentially. is a better way to think about it. Yeah, yeah. Okay, perfect. And then, I would just add to that point, and obviously we look at it a more granular basis than quarterly. Yeah. We look at the base of the business on a week-over-week basis. Uh. Right? And that's one of the reasons why we showed that chart at our Investor Day, that showed the kind of clear step down from the macro, and then sort of the consistent with the seasonal variation, with stabilization that we've seen ever since. Yeah. And then, the follow-on question, like, so, so are we kind of in the, like, would you agree with, like, it's stable, like, or have been stable, like, for, like, what you're seeing there? Yeah, we've been really saying that for a while. Yeah. Yeah, exactly, yeah. And then how do you think about that, if we ever, kind of hopefully, hopefully get to a recovery, like, how do you, like, just make sure that people don't go off based on model numbers, like, how they think about that? Because it's, you know, this security basically look at the underlying app, when the underlying traffic increases, then you need to, you kind of need to read the Wall Street Journal in a way, you know, think about you. That, that is the first thing. Mm. So you're right, not the Wall Street Journal part, but just- Yeah, yeah. -the, the- FT. Okay. The underlying growth of applications would be the primary governor of Atlas consumption. Mm. You know, your view of macro will be ultimately the driver of sort of the way we do that. We are obviously, and that's not something we, the part that we do control, and we spend a tremendous amount of time focusing on, is like, are we acquiring new workloads? Are we doing that at pace? Are they the same quality or better than what we've done in the past? But workloads, they start very, very small, and so as you think about near to medium term, at any point in time, the growth is primarily driven by what you already have in the base. Mm. And then the other thing, we get this question sometimes, which is: Well, is this the normal or... And we just had that kind of post-COVID bump, which is how some people refer to it, or was that normal and you know, the current environment is temporarily back? And at least if you look at our number, we have seen a pretty consistent macro sort out macro, you know, Bonanza in fiscal year 2022. Yeah. This is the new normal. We've kind of been at a consistent level, and then we've now been at the slower level. As you think about recovery in the future, the other thing just to keep in mind is, like, the business is bigger- Bigger. and more mature, so much more kind of countervailing factor. Yeah. Okay. And then, the one thing I on Atlas, you've mentioned the 350 customers that got moved. And the other thing that, and I'm asking it, because the other thing is like, then you look at customer additions, and they're slowing down- Mm-hmm. or whatever. Talk a little bit about the 350, what happened there and how that impact over? Yeah. So we moved 350 customers out of our self-serve customer account. This is the... Well, there's actually no impact on the ARR. Yeah. But the reason why we called it out is specifically because of the impact that it has on net addition. But what it was, is two things. One is we reviewed our self-serve customer base, as we set up for next year, and we concluded that a portion of the customers were actually subsidiary or existing customers. So we count them only once, so we reduced the number. And then the other thing is, we've changed it from the margin of our free tier, as we do and think about it, you know, over time, and we stopped at a very low-paying customer. They no longer pay us 30 days to grow because of the change, so they're no longer qualified to be paying customers. So for one-time changes, it impacted the reported customer account to 350. It's irrelevant from the perspective that we're calling it out precisely so that you guys can understand the true conditions. Yeah. Yeah, I think if we didn't report customer accounts, this. We would literally not be talking about this. Yeah, but like- Yeah. I think the other thing on the customer count that got some attention, which I think is interesting, was that it was a very strong quarter for addition of customers above 100,000. Mm. And again, that's more on output than input. Like, it was like engineered output. I think there's an incentive for getting over some threshold, but I do think it, you know, it's a clear indication of the strategic nature and importance of the platform, and that, you know, that had a really strong, you know, quarter, and so it's great to see. Yeah. Okay, I've only have, like, four minutes left, so we need to capture AI into margins. So it's gonna be tough. It's gonna be tough. Yeah, if you think of, like, on the AI side, like, they talk a lot about, like, AI will drive new apps, and- Yes ... you know, there's gonna be a lot more apps. Do you see that starting already, or is that more the, you're gonna be more on output, so, not enough, like, but you know what I mean? It's becoming, like, step two, basically. And hence, it's not now, and I shouldn't go crazy on my model. Yeah, you should, you shouldn't go crazy on your model, but the way that I might try and talk about it in a consistent way, but we can kinda translate that to numbers; it's not just theoretical- Mm. But, like, we have anecdotal, obviously, completely very early. Yeah. Right? But like we have customers, actually, you, you—we talked about Hugging Face as a customer before ChatGPT at all. Yeah. Right? Like, you know, obviously, it's, it's part of a longer trend. We certainly have it, but I would put it, you know, on the theoretical conceptual market. Like, it is very, very early though, but there are anecdotes that you can point, like, clearly it's happening. It's not something, you know, a long time to play out, like relational migration; it took a long time to play out, but if you, so no, you should not go crazy. But if you think about, like, a five- or 10-year view of MongoDB, you know, pre- and post-AI, clearly, like five or 10 years now, from now, things will be in a much better position. Yeah. Or even better position than they would have been had it not been any of those kind of incremental ones. The other aspect of that is like database, and I have to be like you guys. Well, on some of the industry events, I stopped by with you, and your technical guy showed me the vector database and what it can do, like, for example, for catalogs, which provide so much better results. Is that, like, a thing that you can sell easily, like an upside cross-sell into the base that would make some quick money there? Or how do you think about it from internally? It would require a customer who's interested. It would require a customer who's ready to do this. Yeah, occasionally, to my point, it requires a revisiting your data state as it is to become AI-ready. So I wouldn't necessarily think of it as a bunch of quick and easy wins. Yeah. Where we are in the life cycle of Vector Search, we went into Public Preview in June, just GA'd it three days ago. And so, of course, there will be some amount of customers who are already preview, who are working on it, and there will be incremental builds in the platform, but we don't expect that to be, like- Yeah ... material. And then, you know, as you think about next year and the year after, it will be more proactive, pushing the go-to-market channels to acquire incremental workloads that require this capability. Yeah. Okay. I think one thing that is easier, and I think it's an important dynamic for people to think about, is there are deeply established alternative technologies, and so it's easier in the sense of, like, someone is building an application that's thinking about that search who, like, add that, "Oh, it's in MongoDB, it's in my existing, you know, platform. Great. Yeah. Which is different than saying, "Oh, here's Vector Search. Well, I already used, you know, another technology, whatever it is, whatever it is. Yeah. And so there's, like, a displacement scale, so that makes it harder to fail. Yeah. So there's like a little bit of a going on. It's still super. Like, I saw on our AI checks and somebody, you guys show up, you know, higher on your vector database than some of the guys that you've mentioned there. So that's interesting to see. It is quite interesting, and we quoted a recent survey in our new blog that actually shows this is the highest rated product- Yeah ... which is very unusual for a product that was still in preview phase, and I think that speaks to the value of a platform with everything being in one place as opposed to trying to piece together this prediction. Yeah. Okay, we have 24 seconds, so if you think, profitability here going forward, like, the, like. It feels a little bit like you're over, overenthused is, like, a terrible phrase, but like, like, you know, revenue upside was the main driver, and it, it feels like probably won't be investing a little bit more again. Like, how do, how do you feel about that? Yeah, I know we have a little time, but I would just say, you know, it's been obviously very strong results. We, if you look at sort of versus our IPO, and we said this in Investor Day, we had kinda 20%+ profit margins. If I just look at this quarter, and I don't want to over-rotate to this quarter, but, you know, 18%. So if you think about the 55 points of margin improvement we wanted to make- Yeah ... you know, in this quarter, we made 53%. Yeah. But we're, like, not even 2% market share, so that relationship doesn't quite seem right. Yeah, yeah, yeah. and so I think it makes sense to, you know, invest more. We talked about how it's sort of like, you know, obviously, Dave, in the short term, but probably long term, at some point, higher margins are desirable, short-term kind of progress. Yeah. So. Summary, hey, thank you. It's good to have you back. Thank you. Thank you. Thank you. Thanks. See you.