So rather than just talk about it, what it's like to fearlessly work with Resourceful Humans, I'll show you. I exemplify it by way of one of our clients, T-Mobile: when the then-CEO Mark Klein, and his head of workers' counsel Emma Chapman, started to work with us, they asked us, "So, how do we measure if we've been successful in deploying your tools and your methodology in our company?" One is - bottom line, we're entrepreneurs, right? So what you look at as the summary is ******* been an improvement, right? So we're looking at the bottom line of the PNL and say, "When you've been working with us, was the company more successful?" It's a big level, high level picture, but as our technology matured we actually went deeper than that, and we said, "Let's use our own technology and the methodology to measure what we call the definition of done. From the customer's perspective of T-Mobile, how did they perceive the interaction with Resourceful Humans as more positive?" So it became the measure of: net promoter score; of how quickly can we - in a good quality - answer calls in the call centre; it was operational impact that we measure with our tools. Because we say at the end of the day - if the customer doesn't benefit from what Resourceful Humans is doing, what's the point of it, right? So definition of done: very, very important in our methodology, and very hard to achieve. Second: what we've done is we've created agile budgets. What you see here is the budget view. So, literally, companies can see what are we spending on something, is that investment growing, is it healthy? And you can see that in real time, because people have to actually track in real time, if something that costs money is making a return. We call this the budget view. So how do people measure the impact of working with Resourceful Humans? Not only does it feel awesome, it also is good business - and both together is what sets us apart.