How can a more liquid market for secondary shares result in better alignment and resource allocation?

Yeah. And you know, when I left Uber certainly got some of those and then I seem to get as much, if not more, when I last Saunder about.

People who, you know, wanted to have me exercise my equity so that yeah. Transfer it to them. And then I could cash. I could get some cash at that point, too. Right. Um, and to, you know, you get that sort of thing going on, but yeah, I think, um, I think, um, yeah, it was interesting too about it. Like I said, they ex that's like a seven year window to exercise and.

That wasn't just because like, Oh, you know, leadership saying that we're never going to go public. I think it was also because like leadership knew that, that there were some people that were like, you know, Ben there, it contributed a ton and were just unhappy, ready to leave, wanting to go do their next thing.

And they couldn't, or, Hey, they exactly that had these golden handcuffs where it was like, You may be unhappy. You may hate what you're doing. You may despise being in a 20,000 person company, but sorry, you have to set, you have to continue to contribute, or you're going to lose out on all this stuff that years prior you really, you know, had the impact and help build up that value.

And so that was a big reason to do that sort of thing. You know, if we had had some sort of secondary market at that time, that absolutely would have alleviated that issue. But you, once again, I think, I think Uber is unique in a lot of regards. Um, you know, if there were reviews, probably it was definitely in that situation.

I know they're getting a lot of internal pressure to go public because of it. But, um, yeah, I don't know. We had some opportunities, but certainly more people would've liked. There'd be more of them. Yeah.