Unknown

Yeah, definitely. So maybe I should start by, I'll just say here. Here's what the general lifecycle of one of these engagements looks like. We spend about a, I think about three or four weeks trying to find a good group to engage with we we asked, we asked him to basically solicit us for one of these. So it's generally a team approaching us saying, hey, we'd like you to come and partner with us on this MVP or this or this critical project, they would do that because you essentially you as a team asking for that get a very experienced software engineer on your team to help you with a with a project. So that's very attractive. And we we tend to look at these in three dimensions, business impact, technical impact, and team culture fit. So we're essentially trying to hopefully get like a little over what we can take on in terms of bandwidth and choose the one that is highest leverage or impact across those dimensions. Once we find that we do a round of expectation and goal setting where we just make sure that we're well aligned. We know what success looks like. We know what pitfalls we're going to we want to avoid. And then the engagement lasts about a quarter give or take a few weeks. And during that time, we we do weekly retro shows, we do a project retro at the end, it's pretty intense and ambitious. And we're trying to bring a lot of change into the team, while we're also trying to achieve these really ambitious business goals. And during that entire time, we're also learning a ton firsthand about our own platform. My favorite example of this would be if you go and work with a team, and they have a new engineer that just joined the company, maybe a junior engineer, their senior, your ecosystem for the first time you see them struggle on something. And it's really hard to feel that pain. Like as maybe someone who's very familiar with Python, or specifically Python at wayfarer, you see that and you say that's an opportunity for improvement. We make sure that our engineers have like 20% time to just jump on those things without having to go through any process. And you know, if you fix it that week, and you get back to the person say hey, so I struggle with this. With this maybe documentation or automation of help, that feels great. And that person sees that, you know, hey, I, you know, being vocal and just like sharing my pains and going through with the team lead to actual meaningful change very quickly, in terms of failure modes that we try to avoid, or where we've seen where we struggled, the there is really I think of like three projects that come to mind. One was, more or less on us. We we undersized pretty significantly the the challenge of migrating something from two to three. And we still had a really big impact. It was just that that process took up a lot more time than we thought it would, mainly because there was a lot of dependencies that also had to be brought over in that migration to get over the finish line. And the other two challenges we've faced were largely, I would say, externalities, one team lost a few key sponsors on their side of things right after the project got off, and the other one, the engineers that are supposed to work with us on project had to stay on a previous project because it was having some issues getting over the finish line. And, you know, maybe wouldn't want to sabotage that project to to just to get the new one up and running, I probably wouldn't be the right thing to do. So some of those are we have lessons learned in general, the main takeaway we've had is if we do you see an issue with him being able to engage the team effectively, and some of the failure modes hit the surface, we want to be pretty aggressive about calling it early on to the engagement. So because at the end of the day, our team is super large, it's, I think it's like five or six people. So you want to be very thoughtful about where you're where you're spending your time. And if you don't have that full buy in from the team, you know, calling it really generally is the right thing to do.