So I think this is the biggest challenge for managers today, because as you build out teams, if you're a global organization, then not only do you have people all over the world, but that means there's leadership outside, for us it's the US. And it can be really challenging, so I think the first thing you need to do is you need to make sure that each of the centers where you have employees understands what your core culture is, right. If you're all [INAUDIBLE], it doesn't mean it looks the same. So, I've been on a mission the last several years to get to every office where we have more than 300 employees around the world. In fact, about to leave on a trip to Dubai and Mumbai and Singapore and Hong Kong. And having recently been to both Budapest and Glasgow and some of these you know, not our core offices. So, you've got London and Tokyo and Hong Kong and one of the things you see and it's a beautiful thing to see. You walk in and you know you're in a Morgan Stanley office and you can feel the culture and it's palpable and you can take these people and you can relocate them. So, then you start to look at how does that actually happen and I think the leadership needs to travel and connect face to face with people. Responsibility for big decision making can't just sit in our case in New York. Because once you make the other centers feel like they have no power in the decision making or the product development. Then they're just followers and what you wanna make sure is that you have people who are being thoughtful and thinking. And so, decentralized decision making, common culture leadership that knows each other, bring people together as often as possible, keep calls sensitive to regional issues. So, for example, in my department, we have a rule that global calls can only take place on Tuesdays and Thursdays because for our people in Asia, they don't get to have dinner with their families, because they were having calls every night during the week and so taking three nights off the table literally they now know Tuesdays and Thursdays. And it comes with the job right? If you're gonna work for Morgan Stanley you're gonna work in Asia, there's gonna be calls, but your family now can have expectations and in can manage it. So be thoughtful about what their issues and concerns are and when you do hold global meetings and calls have them participate, by having them be passive listeners they're not participating. They're online, they're watching TV, sitting back with a beer, you need to make sure that they are really engaged. So where you can use video and use technology, where you can actually see each other and it just completely forces people to engage differently.