When you talk about this culture, this culture of meaning, so it's not ping pong tables then it's partly this, the larger mission of the company, it's the parental leave policy. In my field, when people as management, professors and organizational psychologists will talk about layers of culture and artifacts. Things that we might see when we come to Etsy that says, "Oh, this is a different place, this is an interesting place." How would we see that there's a culture of meaning, how would you know, as if we were visiting this company for an hour or a week, what would we observe? I think on a really basic level, you would see people for example, when they're taking a break from work, you'd see them making things. We probably have more sewing machines than any company out there and we have a big maker space. But I think more importantly, on a emotional level, you would see people engage in activities that are really about connection and openness and that sort of thing. So, to give you an example of that. I worked with an executive coach. His name is Jerry Colonna. He coaches myself, a lot of other CEOs in the New York area, and some of the Etsy executive team. One of the things that we've done is we've done a couple of sessions where Jerry is coaching me about something, and we've done it in front of the whole company. Wow. Similarly, I do something, which I did this morning, called office hours where I take questions from inside the company and people ask me all kinds of questions. A really recent question is people knew that I'd gone through a 360 with Etsy's board of directors and they asked me what the hardest feedback was that you got on your 360, and I told them. So, I'm not going to tell you, but. So, what was not the hardest, piece of feedback that you got in that? This is actually something I talked about today that's not part of 360, but I've talked about in general, like some of the mistakes I've made as CEO in the past and what I've learned from them and that sort of thing. So, I think that when I talked about ping-pong and in pogo sticks, I think the real happiness comes from people being authentic with each other, being vulnerable to each other. I think one thing that I've learned as a leader is that showing vulnerability, like being very open in that way, actually creates great strengths. A lot of people look at that, I think traditional business leaders might look at that as being soft, but the amount of help I've gotten from people in the company, the loyalty, the commitment because I'm being honest with them about what I'm thinking about, it's really extraordinary.