So the example for my early career was I worked at this company, we thought we were enterprise software. We narrowed it down to CRM for investment banks, and so we literally drew bowling pins for our investors and said, "Lead pin is CRM for investment banks. Once we knock that over, then we're going to go to retail banking, then we're going to be CRM for banking. And then once we knock that over, we're going to go to insurance, then we're going to be CRM for financial services. Once we knock that over, then we're going to be a great big company and we're going to challenge Siebel to be CRM for enterprise software." Instead we got acquired by Siebel for like $1 billion, but whatever. So most companies, if you look at the history of them, they actually start that way. And so yeah, if we just fast forwarded to when they were 300 million, we can say "Category creation's the only thing to do," but it's like, well, what happened before then? That was something different.
Once we knock that over, then we're going to go to retail banking, then we're going to be CRM for banking.