Now, hopefully this isn't the most exciting part of your job, but your product exists in a financial and a legal reality. Let's take a few minutes and just talk about that interface. One of the things the failure modes with finance that you want to watch out for is that, you're not able to get the metrics out of the system that you need to understand revenue drivers or cost drivers. That may not be the only result that you're measured on, but it's probably going to be relevant. So, if the accounting system is changing and the accounting people are like, "Hey, we need you to come to this meeting about your product", and you're thinking, "I'm going to skip that meeting because it sounds super boring." Don't skip it. At least send them a few notes about how you look at your different revenue streams, cost drivers, whatever it is, and your results scheme that you want to know about so that you make sure you're getting the right metrics and you don't cause a lot of rework or lose your access to those metrics. Revenue recognition especially in digital is often a big thing. Make sure you either understand the fundamentals of that or if you're making a material change the way that you price or package the product that you check for revenue recognition issues, I'm sure your accounting people will be happy to talk to you about them. In case you're not familiar with it let's just quickly cover the difference between Accrual versus Cash accounting. There are lots of great resources, e-learning resources, resources online who are learning about this will discover the absolute basics. Let's say enable quiz sells a prepaid subscription at $100 a month for an entire year to a customer. The cash view is really simple, it would just sit in let's say this happens in January. This cash view is we get $1,200. Great. Very simple. The accrual view is, well, you know really we're earning $100 at the end of each month. So the accrual is usually the more kind of interesting and usually complicated part of the accounting because the accrual is really where you're creating a narrative about what's happening the economic reality of the business. So, saying that we got $1,200 this month isn't really I mean, it matters because cash may be very important in your company, but it doesn't really tell the story of the fact that they paid us. But you know we really don't kind of own that money until we render this service out for the next 12 months. It's not like they just paid us. You know we handed them a widget and they handed us 1,200 bucks. And what if they have some kind of like guaranteed satisfaction thing at the end of the year or whatever? Those are things that your accounting team is having to grapple with to figure out how they recognize that revenue appropriately. The other dimension of accounting is Managerial versus Financial. Basically, Managerial is inside stuff for your company to make decisions and Financial is outside stuff to communicate with the public and often tax authorities. So, this is something that you'll probably be pretty involved in because it's things like forecast and planning and internal views of profitability and revenue and things like that. And in Financial, you probably be involved with as well but they have a whole different set of audiences. There are standards for this but it's mostly governed by what makes sense for the company here. Since you're interfacing with outside investors this is where you know things like Sarbanes-Oxley and (GAAP) generally accepted accounting principles come into play because standards are pretty important. Investors need a relatively consistent view that they can understand of what you're saying about the economic reality of your company. So that's a rudimentary view of the difference between these two things. With legal, my advice is don't punt. So, if you're in charge of a relationship with say a partner or a big customer or something for some reason or you're involved, don't just leave all the material deal parameters like pricing or exclusivity, whatever it is to the lawyers because their job is just to use generally accepted legal frameworks and manage risks. I mean certainly just like any conscientious person, they can help make the deals and some lawyers may be very skillful at that, but if you're the one that really owns the substance of that relationship, make sure you work on the deal points and get them over to the lawyers. I mean subject to your team's particular take on how to do these things because I think that will help you get more of what you want. And even if it's kind of boring and you don't enjoy negotiating, I certainly don't, the right kind of participation here may matter a lot to getting the results that you want. So, not the most exciting thing in the world but those are a few views on how your interface with finance and legal may be important. The key thing is understand what's fundamentally important to those stakeholders and understand that early so that you have the right kind of focus around it. And you don't let it get to a point where it becomes a big mess for you or them.