Okay. It's a pleasure to be here with Chairman and CEO, Rod Martin, and CEO of Wealth Solutions, Heather Lavallee. I'm going to kick off with a few questions to Rod and then touch on Heather's business, Wealth Solutions, which is about 60% of earnings. Great to have you both here. Good to see you. Maybe, Rod, you can talk about your three core businesses, retirement, investment management, employee benefits. They're in the ballpark of 60%, 20%, and 20%, respectively. Is that the right mix going forward over the next three to five years? Andrew, we have been really quite intentional over the 10 plus years I've now been at Voya in transforming Voya for the businesses that we inherited when we took the company public from ING Group. If you think about it, we've really completed the from-to journey. We've chosen to exit the capital-intensive businesses, the life insurance business, the annuity business, and the variable annuity business. We've moved to and toward the capital light businesses, as you just pointed out, our wealth business, 60% of our earnings, our health business about 20%, and again, our asset management business. You'll hear from, of course, in the dialogue, we're very much focused, as we discussed and outlined at Investor Day, the intersection of wealth and health, with employers and employees and the intermediaries. We feel very good about the choices we've made and the businesses that we've got and what we think we can do with them over the near and longer term period. As you think about the growth target, which is a pretty impressive 12%-17% compounded through 2024. I think what you've written in your Investor Day, 4%-6% on revenue growth, 1%-2% on margin expansion, and 7%-9% on capital management. I look at those impressive numbers, and I wonder, are there any potential pitfalls? What makes you so confident you can get there? Well, I'd start with two things. One is we just finished our most recent three-year plan, and we actually had a 20% EPS growth rate over that three-year period of time while we were divesting those other businesses and growing and leaning into and investing in our Wealth, our health, and our asset management business. We've talked at previous times about the fact that those are behind us, and all of our energy is focused on forward-looking and built around these things. We've talked about the multiple levers that we've got at our disposal. I mean, look, none of us can control the uncontrollables. Equity markets will be what they'll be, interest rates will be, macro environment. What are the levers we've talked about? Andrew, we've talked about margin, revenue, capital management, and frankly, good old-fashioned expense management and running the business day-to-day. We think the levers that we've got in those three pieces, the numbers that you just outlined, give us more than enough capacity to use those to accomplish the North Star, and that North Star is 12%-17% EPS growth over that period of time. It's my view that if we can be in the middle to higher end of that range and produce a 14%-16% ROE, it will be well-recognized or well-rewarded for our shareholders as we implement this over the next three-year period. How would mergers and acquisitions play into it? If you do an acquisition, where would you want to do so? Sure. First really key point to just remind the audience is the plan that we introduced at Investor Day that has this objective you just talked about, the 12%-17% EPS growth rate, was built assuming full organic growth. It is not dependent on any acquisition at all. We've talked about and we're thinking about some capabilities that could enhance and potentially accelerate this, and we've done a couple recent things that I point as my way of example. Last year, within our health business, we added an HSA capability that we think is adding some both technology and some skill and some experience that's going to help grow that even faster. We added a year plus ago within our investment management business, some artificial intelligence capability, a group that we lifted out of London. We just added most recently as kind of an example of this, a small cap equity team and lift out as well as their track record. These are pieces that are enhancing what we need and wanted to, again, further stimulate that growth. The acquisitions don't sound like they would be overly large then. Is that the right way to think about it? Those examples I've given you have been on the smaller end of the scale. Look, we've been asked the question, would we consider a large acquisition? The answer we've given is the bar that we're going to measure that against, were we to ever consider one, is compared to our share buyback and capital return over a two-year period, is it greater than what we've been doing in returning the now $8 billion of capital that we've returned to shareholders over this period of time in the form of Buyback and or dividends. We set a very high bar, and that's the measure of which it's going to be. We can't affect or control people's speculation about something like that. I would simply point to our track record, the track record of this management team, the track record of this board. I think it's among the very best in what we've said we were going to do and what we've done over this eight-year period of time. Whatever you do, I should keep an eye toward that 12%-17%. That's the North Star that I think you and I hope all of your the listeners do, because that is, in fact, what we're focused on. All those other factors, the revenue growth, the margin expansion, the capital management piece are tools at our disposal, as they've always been, as well as our excess capital to enable and affect that outcome. Rod, you mentioned the track record. It's been nothing short of outstanding. This target 12%-17%, that's a strong EPS growth number. You've been pretty clear with investors about your plan to retire. It could get people a little bit nervous just given these numbers that we've talked about. Could you share with us your thoughts on whether you might consider being Chairman of the Board? Sure. First, I am Chairman today. Right. Staying as Chairman. Look, let me take a step back then try to answer this in the most complete way I can. One of the really neat outcomes of what we've done with the pandemic and our board over the last two years is we've spent, not in person, but by Zoom, an enormous amount of time with leaders like Heather and Rob and Christine and others building the strategy and the plan that we introduced at Investor Day. It really afforded our board and management almost an unprecedented period of time because we could fully pull advantage of that opportunity. So what we introduced at Investor Day wasn't Rod Martin's plan that is going to be changed when Rod Martin retires. I am retiring at year-end as the CEO of the company. Andrew, you've asked, and others have asked, could there be a possibility that I might continue as chairman or potentially for a period of time in terms of transition executive chairman? There is. Stay tuned on that. I have an enormous amount of pride and interest in having this company continue the path it's on in executing this plan and working with the board to do so, and I'm very aligned with the board to have the best outcome we can. All of that's going to be revealed in a, we think, a logical way in the context and the course of this year. Okay. Should we be thinking about timing toward the end of the year? I think mid-year to the second half of the year is probably a logical thing to be thinking about. Got it. Maybe what I'll do is I'll pivot over to Heather, ask some questions about Wealth Solutions, and then come back to Rod on more of the overall company. You're running Wealth Solutions, and you've got a pretty good target of 10%-12% annual recurring deposit growth, 2022 to 2024. Maybe, Heather, you could talk about some of the trends you're seeing and how Wealth Solutions could achieve that growth rate. Happy to, Andrew. Thank you for the question. When we think about our recurring deposit growth, the first thing I would point to is our results in 2021. We gave guidance of 6%-8% in 2021. We exceeded that, coming in at 9% recurring deposit growth. Really much of that is coming from some of the growth we're seeing primarily in our corporate segment. Just to give a couple examples, we've seen increases in employer contributions. Those are certainly on the rise. Absolutely makes sense as we're seeing kind of a competitiveness around employment and recruiting. Employer contributions are up. We've also seen an increase in employee contributions. People are saving more, so that's contributing to that 10%-12% recurring deposit. The final factor I'd point to is we have grown our participant count. When you couple employer contributions, increase in employee contributions, as well as growth of the participant base, all of those give us confidence in the targets we've set in achieving the 10%-12% recurring deposit growth. Makes perfect sense. Let's talk a little bit about net flows. Two key areas, full service and record keeping. We saw $600 million in inflows in 2021, down versus $1.6 billion in 2020. Record keeping, $6.7 billion negative in 2021, down from an amazing $24.5 billion the year before. Could you talk about these changes year-over-year and where we could see the trend? Sure. Happy to, Andrew. Maybe I'll start before I get to the net flows of what are we laser focused on with Wealth Solutions. It's really in addition to the recurring deposits we just talked about of 10%-12%, it's the revenue growth of 10% per year and maintaining our operating margin of 34%-36%. Certainly, net flows matter and they can be an important metric, but those two margins, the revenue growth and operating margin are most important. To specifically answer your question, when we think about our flows, I'll break it down between full service and record keeping, because you've got slightly different dynamics. Within our full service business, as you mentioned, we finished the year close to $600 million. Why am I confident about flows going forward in full service? Number one, on our earnings call, we guided to $300 million-$600 million of positive flows in the first quarter of 2022. We're seeing double-digit growth in our RFP volume. We have expanded our sales organization. We're penetrating and growing with new intermediaries, and we just feel very good about the positive momentum. We also saw headwinds in 2021, just because of the higher account balances. Participant surrenders were higher in 2021 because of higher account balances, not because of an increase in participant surrenders. That is something that put the headwind on 2021, but it certainly contributed to our record earnings of over $1 billion in the Wealth Solutions business. There's a balancing act there. Again, we feel very, very good, and we're seeing some favorable plan surrenders into the first quarter in full service. Great momentum. We've got a really strong sales story and great opportunity for growth in full service. If we pivot to record keeping, we did see similar trends on the participant surrenders, that same phenomenon of higher equity market growth contributing to higher participant surrenders. As you mentioned, we have come off record years of record keeping flows. In the record keeping business, you see a smaller number of plans move, but much larger size plans with longer sales cycles. It's really important to take a longer-term horizon on record keeping flows. For example, if you look back at our two-year flows of 2020 and 2021 combined, we had $18 billion in positive net flows in record keeping and growth of participants of 500,000, all done organically. I think that's an important metric. If we look into 2022, we've got a number of uncommitted wins in record keeping that are in the middle of implementation. The final thing I'll mention between full service and record keeping is really strong revenue diversification. We've got a combination of spread income, transactional fee base. In record keeping, we see more revenue that is participant driven, which is going to have a nature of recurring deposits, it's more subscription-based and is very steady. It's that balance of the full service and the record keeping business that we feel very good about the momentum in 2022 and beyond. Excellent. As I think about fees, and you seem very committed to this 34%-36% margin. I guess it would require scale to manage through that. Maybe, Heather, you could talk a little bit about this guidance of half a basis point a year of fee income. Not a year, a quarter. I'm sorry. How long do you think that will persist? When could we see a leveling out in that area? Sure. Yeah. As we talked about at Investor Day, our guidance remains the same, that our fee pressure is down from a basis point, compression of a basis point per quarter down to a half a basis point per quarter. Really, we have three primary levers that we're pulling to manage the fees. Number one is we continue to be disciplined on pricing of new business, which is an important lever. Second is we have continued to be disciplined about repricing of existing business. We've talked about we have done much of that repricing on the existing business, which is one of the reasons you're seeing the slowdown of the fee compression. Third is we have very specific plans about how we're going to grow alternative sources of revenue. There are things within our proprietary solution, fee schemes like our own target date fund where we've included our general account, our expansion of advisory services, as well as expansion of what we're calling our participant transition services. All of those components coupled together create additional sources of revenue. The final thing I'll go back to, Andrew, while we do talk a lot about fees as an indicator of health of a business, I'll bring us back to the operating margin. One of the reasons we're so confident in the 34%-36% operating margin is not just around the top-line lever of revenue, but it's our disciplined expense management. That is one of the things, continuing to look for ways that we are managing expenses while improving the client experience, driving automation, that's a really important lever as well. Andrew, that 34%-36% margin that Heather's speaking about isn't just last year or last quarter. That's the margin that we've had the entire time Voya has been a public company. Since 2013. Correct. Again, a very important metric of how Heather and we look at the business, which is if you bring that full circle in our discussion, which is why Mike Smith, Mike Katz, and I, and Heather, we talk about the revenue contribution, the margin contribution, the capital management contribution that produces the 12%-17% EPS growth rate. Maybe just staying on this topic, Heather, you used the word discipline twice on new business and renewal business, yet you're really optimistic about generating strong revenues. You talked about 2%-4%. Discipline means you walk away? You've got different margin dynamics that I'll speak to around that. So we can have discipline. There is discipline from the way we're pricing business, both new and existing. There's discipline around the types of businesses we're pursuing. So one of the things we've talked about is if you look at where we've traditionally been very strong and where we have significant opportunities for growth. We talked about at Investor Day, the opportunity to expand growth and accelerate growth in the mid-market, in healthcare, as well as with very specific intermediary partners. Why we're bullish around that is these also are some of the very same segments that our health business plays and has been very strong. They're also with the same client set that our health and wealth story is resonating with them. When we can help employers really optimize their overall benefits spend, help families and their households improve outcomes, not only just around retirement savings, but across health and wealth, those are where things are really resonating. When I talk about the combination of being disciplined as well as being confident in our ability to achieve 2%-4% revenue growth, it's discipline in our pricing, but also knowing where we're focusing in on our capabilities that are creating differentiators for Voya in the marketplace. I see. How is the competition? Could you talk about the landscape? Is there pressure on you from a pricing standpoint? From a competitive perspective, we really like our position in the marketplace. We're a top 5 leading provider at scale. We've talked about the fact that if you look back historically, we've outpaced the industry in terms of organic growth. Our path forward is all credit-rated based on organic growth. It's not reliant on inorganic growth to achieve the targets we've set. That puts us in a good position. The other thing I would say from our competitors is because we have scale and a leadership position across the different markets we serve, from corporate to tax-exempt, we have been able to invest in modernizing our technology, improving our participant experiences, our data, our cyber. All of those capabilities are really important to the marketplace. We've also scaled up our sales teams, our operations teams to be able to support the growth and meet the client demand. Those are elements within the market dynamics that are within our control. When we think about how we look at competitors across the landscape, we do see opportunity because of the M&A and some of the disruption taking place in the space. We're expecting roughly 50,000 smaller employer plans to go out to bid in the next, call it, 6 to 12 to 24 months. We're well-positioned to be able to grow and win our fair share of that business going to bid because our story is resonating with the market, demonstrated by our organic growth, and able to maintain margin in the context of this landscape. Just on this M&A topic, some of your lead competitors, whether it's Great-West or Principal, they've done some big deals, and I assume that's created opportunity for Voya. Are we going to see more M&As, or is it kind of steadied out now, or is there some equilibrium for a while? Certainly, I don't have my crystal ball of exactly what's going to happen. I think if you take a longer-term horizon and look at the industry over the last few years, you see the level of consolidation that has taken place in the retirement industry. I think it's very logical to assume that there will continue to be further consolidation. The question is, when you see this consolidation, we need to be good partners to the intermediaries that we're working with, and at the end of the day, delivering solutions and capabilities that are meeting our target market, which is the workplace, and supporting these clients. While I certainly think there is going to continue to be M&A, there still is a large number of players in the space. There may be some on the smaller end who may not be able to continue to scale to compete. Again, we really like the position that Voya is in. It's a tremendous position to continue to be a top player in the space and achieve the organic growth we've set forth. Let me just build on what Heather said. When you first talk about the statistic, this is an industry statistic, not just Voya. 10 years ago, approximately, in the 401(k) space, 50% of the AUM were in the top 10 players. Today, that's 75%. There's another 50 plus or minus players in the space. To emphasize Heather's point, I think it's logical that at what point might they decide they simply can't compete from a scale, data security, cyber, et cetera. There's two ways that emerges, and one is one could buy a block of business, and the other one is those businesses go out to bid, and you can pick that up organically. We've been growing at a rate three times the industry organically through what Heather and the team have done without acquiring a company, acquiring a customer. Can one envision that continuing over the next period of time, and in five years, is it going to be 85% versus 75%? Not sure, is it likely to continue to consolidate? Quite certain of that. That's impressive. You've got scale. You don't need to acquire, right? We wouldn't be having a record year or accomplishing the objectives that Heather just outlined, if we weren't competing in the marketplace in the way we are. Again, buying a platform is a way to grow, and there's nothing wrong with that, as long as it meets whatever that company's financial expectations are. Acquiring the customer through the value proposition we have organically is another way to grow. That's clearly been happening over the last five years. I think it will continue to happen at an accelerating pace over the next five years. Maybe just rounding out the Wealth Solutions then. What industry-wide gets you most excited? Is it a tight labor market? Is it these Multiple Employer Plans? What trend-wise gets you most excited? I think there's a couple trends that I would point to is, at Voya, we talk a lot about the convergence of health and wealth, is the fact that we're seeing more and more employers that want to make sure their benefit program are being optimized, and that as their employees are needing to make trade-off decisions between where do they put their dollars, do they enroll more in a health plan? Do they save more? Those decisions. That's a trend that we think Voya is very well-positioned, is culturally aligned. I've had large employers ask me for four or five years, "Well, how can somebody come together and figure this out for me? This is complicated." That's the first trend, is being able to be well-positioned to meet that convergence of health and wealth. I would also say, as we're seeing more technical advances in terms of how we think about leveraging data, connecting with other organizations to be able to bring together kind of connected solutions for employers, that goes to the convergence of health and wealth is one we're excited about. Given the strength of our health business and wealth position, as well as asset management business, we're well-positioned to come together to serve that. The second trend that I would point to, and you talked a little bit about MEPs and PEPs, is we continue to see coming out of the pandemic, there is an increased focus on savings. There's an increased focus on household finances and a continued reliance and a growing reliance of the workforce on their employer. The focus in on the workplace versus just the retail is important and well-positioned there. As we see more state and federal legislation increasing the importance of savings rates, we are seeing a growth in startup employers. Thinking about employers who may have never had a 401 plan, starting one, whether it's a smaller mom-and-pop organization, a tech company, that is a trend that continues to have us excited. The last thing you mentioned is MEPs and PEPs. That's an emerging trend. If you think in the '90s, target date funds were emerging in the '90s, now they're the default. There's plenty of these newer trends in the market, MEPs and PEPs, and lifetime income, that we think Voya is very well-positioned. In the MEPs and PEPs, we've already been a leadership position in that space in several of the large employers we already serve. Those are going to be newer opportunities for us for growth. Our plan isn't necessarily contingent upon them. We think we're well-positioned to meet some of these newer and emerging trends in the market. Heather, I might just, as Heather did, just add one other dimension, and that's the multiple markets we serve. That's right. I think it's a huge competitive differential and advantage and just hit the highlights. Yeah. Happy to speak to it, Rod, because when you think about it, we are one of the few retirement providers that can play in every single tax code and all size plans. That puts us in a really unique position to talk about from startup plans, we've got the strength, we've got the ability to bring on a large number of plans in a very cost-effective way. Also for employers up to the mega end, whether it's a for-profit organization or a large governmental, we have the ability to support large clients and tailored solutions and really everything in between. That market-to-market approach I'm going to go back to. It gives us diversity of revenue and earnings. It also gives us diversity as we see different trends in the macro environment, different trends in the workforce. All of those, that balance, is something that we're very, very pleased with. We're in a leadership position in every market we play in and still have opportunity for growth. That's one, as we're investing in capabilities, we can scale those very effectively across our complex. That's particularly compelling given it's 60% of your earnings in this segment. Rod, you've got $50 million left in stranded costs in 2022. Could you talk about the likelihood that that'll be attained and what's the game plan afterwards now there are no more divestitures? Are you going to go after expense? What are the thoughts there? Sure. We've got an absolutely explicit plan to remove the balance of those stranded costs by the end of 2022. Some of these, as you transition these things, there's transition service agreements and technology things that just simply take a little bit longer, which is why it takes to the end of 2022. We are highly confident that completing that will be just like the prior two transactions we completed, and 100% of the stranded costs will be gone by that point in time. I think the bigger picture or point that you're pivoting to is this muscle that we've built in terms of a philosophy, if you will. There's always a better way, and it's every one of our colleagues' job to find it. If you just think about a company's operating budget, we don't view that as a static item. We view that as a dynamic item that can our people find better ways in doing something we've been doing that's more cost-effective, that can reduce costs, allow us to be more competitive, and frankly, contribute to that 12%-17% North Star EPS growth rate. We could give you many examples of how this has simply been part of what good looks like at Voya, and it is driven deeply in the organization at this point. It's not something that happened overnight. This has been a six or seven or eight-year process that is how we work. It's how we interact with each other. It is an expectation that we find better ways in listening to ourselves, our intermediaries, or frankly, our customers on what can be done differently. Because of that, I've got a lot of confidence that that will be one of the additional levers that will help us contribute to the confidence in that 12%-17% EPS growth rate. That's probably where the 1%-2% margin- Right comes through. Right. Maybe, Rod, real quickly touching on the other segments. Not clearly in the detail we did with Heather, but in investment management, you had net flows last year of a little shy of $8 billion. It was interesting, too, because institutional net flows were $9.5 billion. Retail was negative $520 million. Maybe a roadmap or what are you seeing in flows in general and institutional- Sure versus retail? We're fundamentally an institutionally focused company. If you think about it, we're a B2B kind of company, and I'm really proud of what the team did. Which just underscored your points of $7 billion and $9 billion of flows in that market, in that environment is impressive. What I'm particularly excited about is modestly over half of our revenue is now coming from the alternative space, the private equity space, the fixed income space, and we are a top quintile to top decile performer. One of the things that we've talked about historically is another example of something we started de novo half a dozen years ago in starting to market some of these capabilities to other insurance companies. Fast-forward to today, we're doing business with over 60, six-zero, different insurance companies. They often start off with both our understanding of managing both sides of the balance sheet, the asset and liability piece, and it starts off with a mandate, and we provide a solution, and that solution grows to another idea and another idea, and it's just gained great momentum. I have a lot of confidence in the team in doing that. Our ESG progress is material in how that's being received by external customers. Part of that large outcome that we had last year was one very large technology company was doing a mandate, and the mandate was the who's who in the marketplace. We were awarded this piece of business, and among other things, culture, DEI, and ESG were the reasons. This wasn't our widget costs $0.20 or $0.02 less than somebody else. It was the culture. Candidly, the comments were made is it seems as if we are talking to ourselves. Increasingly, those kinds of conversations matter. You have to be obviously competitive. We feel very good about where we are and the momentum. The other piece that we conveyed is we are going to improve the margin in that business by 1% a year over the next three years. Part of that is we've done three large transactions in divesting the capital-intensive businesses. That put a large divot in our general accounts. Christine and the team are very committed to improving that outcome and frankly, getting back to where we were prior to doing that. I think that'll be a fantastic outcome for our shareholders, and they've got a distinct plan to do so. That's exciting. All right. We're coming toward the end, but I want to ask you also very briefly about health benefits, and then I want to come back with a wrap-up about the corporation. Speaking about health benefits, you're targeting 7%-10% annual premium growth compounded over the next three years. That's a pretty big number. I think at the Investor Day, you cited 10%-13% in stop-loss, 2%-4% in life and disability, and then 10%-14% in the supplemental health area. What gives you the confidence? Those are robust numbers. They're very robust numbers. Yeah. I would point out they're very robust numbers on an ever large increasing size of business. By way of example, we started the voluntary benefit business, Heather, eight, nine years ago. At this point in time, we were really pretty much de novo. We were maybe 17th or 18th or 20th on the league tables. We're now a top five player, and that's been growing at a very robust rate. In fact, if you look at the rate of growth that we've had through the pandemic, it's been substantially faster than most of the peers. It's not over. It's not over by any stretch of the imagination. Part of it, again, is listening to the customers on what they want. We have found a better way to take the data in. As you might imagine, from a range of employers, that comes in from data in a shoebox to something that's quite sophisticated. Being able to take that data in and turn that supplemental benefit around in a way that's actionable is important. We found a way to service that business technology-wise and pay claims. We help people identify if they've had a medical action, that a claim has existed, and to affect that outcome, and that's being very well received in the marketplace. It's the diversity of it. Group life and LTD, Andrew, is a GDP plus grower. We've been saying that for the entire time we've been a public company. You add the supplemental benefits to that, it adds for a great value proposition. We've been a significant player, top five player in the stop-loss business. I think we've demonstrated the ability to manage that well within the loss ratios that we've communicated over the decade that I've been here at this point. The combination of those attributes produce a very healthy outcome from that business. I think it's a wonderful connectivity on this wealth and health outcome that Heather, I, Mike Smith, Mike Katz, Rob, Christine are talking about. You're clicking on all three cylinders. I look at the stock, it's trading at under 11x 2022 earnings. It's not a very demanding multiple for the quality of the three businesses that Voya has as its core. What gets it to an appropriate multiple? Personally, I think there's material upside north of 25%. How do you get there? First of all, I agree with you. Good to hear. Secondly, look, when you've gone through a transition, it takes a while for those things to, I think, for people that follow the stock, and particularly that follow the stock maybe not as long as others, to get their arms around where we were and where we are today. For all of that to work through your balance sheets and your outcome. What we're saying now is 90%-100% free cash flow conversion. We generated $1 billion of excess capital last year. We deployed $1, 700,000,000 of excess capital last year in the form of share buyback, dividend, and debt reduction. We're a much simpler story, and I think as this plays out this year, and we consistently deliver on a quarter-to-quarter basis, there's going to be a far greater understanding, acceptance, and I think embracing of this outcome. I think there's a huge opportunity. I mean, we are bullish, but I think we're bullish starting from a very sound foundation. We just need to continue to execute. We're going to be as active as we've ever been in forums like this. Again, thank you for the opportunity for that to tell the story. We're among the most aggressive, I think, in having our teams. The men and women that are running the businesses day-to-day spend time with you and investors so you can see who they are and you can see what they're doing because it is a team effort, and it's not singularly a person or two, and that's critically important. Maybe just to wrap it up, the new accounting that's coming next year, what will people think about Voya after they see the new accounting? Look, there's much to be played out over this year, but we have clearly signaled we are going to be impacted among the least, and I think the clarity of our earnings coming through that pipe that everyone's going to go through. If you think about it at just a very high level, revenue, margin, capital management, free cash flow produces an outcome. I think people will be looking for the simplicity of that outcome. I think Voya will be shining in that moment. That's a great way to end it. Thanks so much for the excellent insights. Thank you.