What should entrepreneurs do to prepare for a pitch meeting with you? And what is your criteria for which companies you invest in? Well, I think they should, you know, have their business articulated as clearly as they can. I mean, I went over prepare. I mean, it's their job is to come in and describe what they're doing. I think if you over present it, it will, you know, presenting that, like what you're actually doing. But what you think we want to hear, which is always a mistake, and yeah, I mean our criteria, very a lot. I mean, like, our main criteria is, is it a new original breakthrough idea? And can the entrepreneur built a company? Those are, I would say, a primary criteria. Yeah. What qualities do these type of entrepreneurs have that, you know, you find consistent across all successful entrepreneurs? Yeah, well, you know, it's not very consistent. In general, entrepreneurs come in lots of different shapes and sizes. I would say the one thing that they all have in common is they have to be original thinkers in that you know, they have to be able to come up with their own brand new take on the world and how they're going to improve it. And that's a pretty rare thing. And one of my favorite was in one of my favorite questions is Peter Thiel's question. What do you believe that nobody else does? Because it's a very difficult question to prepare for, because whatever you say by definition, the person asking it isn't gonna like the answer because nobody believes what you're about to say unless you say something unoriginal. So, you know, I I would say by far. That's the one thing that you have to have. I mean, the other thing is leadership skills, which are, you know, also come in many, many different styles. But at the end of the day, people have toe wanna work for you and be motivated to do so. And without that, you're not really gonna build anything interesting. What have you learned from studying successful leaders of the past and president on how to create a highly engaging in productive organization that last Yes. So I've learned a lot from leaders of the past, actually. I mean, this is one of the kind of big topics, um, of my new book And I'd say, you know, maybe the most interesting leader that I've learned from is to Santa Overture, the leader of the Haitian Revolution who was able to re program slave culture into military culture and when the only successful slave revolt in human history. And you know, many of the ways that he did it are one very innovative, but very relevant to today. For example, you know, one of the techniques that he used was Thio create a rule that was so kind of shocking and absurd that a change behaviors, for example, one of the things that he needed to do was built trust in the Army. Because trust is probably the most important cultural element in a military operation and that if you don't trust the order, you kind of degenerate into the Byzantine Generals problem and you can't function. And so then, you know, coming out of slave culture where there isn't a lot of long term planning because you don't even own your future, you don't own tomorrow like that ends up being a very kind of fragmented trust kind of culture. So we had to convert that and one of the things he did is he made it kind of required that officers don't cheat on their wives, which was very absurd in the kind of very, extremely rough, raping and pillaging kind of era of French colonialism and the European powers, the French army, the British Army and the Spanish Army buying for control of the colony. But that rule change or that rule let everybody know in his organization that, like your commitment to your word, are the most important thing Tucson family, Cicely said. You know, I'd rather relinquish my command than break my word. And you know, that kind of thing, that kind of rule, it can really change the culture and it did for him. And he ended up, you know, not only the winning army, delivering more casualties Thio Napoleon than he had it Waterloo, but also kind of what was known as the most kind of discipline and cohesive out that how do you align what you do and who you are in terms of, you know, your values. And just in terms of work styles and whatnot with the right company. Yeah, well, you know, I think that part is pretty easy to figure out you know, as you're going in, like if you're the company, I think it's pretty important to communicate clearly, um, your work style, your culture and your values upfront to candidates so that they know what that is and what they're getting into. And then as a candidate, I think you know, there are some questions that are pretty easy to ask that will enable you to figure out, like whether it it's a fit for you. Um, you know, like, hey, you know, if I get an email on Friday night, do you want that thing turned around Friday night or Monday morning is like a a pretty easy question to get at what we were just talking about. So it's important. Like, you know, you want to go someplace where you're gonna fit. There's a lot more opportunities for entrepreneurship in tow yourself on your own businesses. Well, and what's your best piece of career advice? Don't listen to your friends. That's my best career advice, particularly for young people. You know they want to know what their friends were doing or graduating from the same school as they are, whatever their you know, their friends that they're hanging out with your friends may be able to figure out what they want to do with their life, but they're gonna be able to figure out what you want to do with your life. And so when you ask people for career advice, they give you the advice for them. But you need the advice for you, and the advice for you has to come from.