Yes. Bringing up a really critical element of our entire business model, and something we spoken about, as a core part of thinking about how our model works, which is that that, basically variable expense is really a key, if you look at revenues less that those transaction costs, and those transaction costs go up, that inverse of revenue, less transaction costs becomes a metric effectively to look at the variable profitability of the business, right. So their costs come down, that profitability goes up. And what we've always explained is for us, when we look internally, that's really the heartbeat of the business. And as we were able to consistently keep that margin, not only hide, but continuing to keep it in the higher range, it gives us more flexibility to invest in the business or eventually to pull out in profitability. So we look at that effective KPI of revenue, less transaction costs, as a way to measure the variable profitability of the business to see how we're improving over time. And so it's been really strong, when you adjust out actually, and sort of normalize, and look at first quarter and second quarter, in terms of variable profitability, you would actually see that there was a lot of consistency between first quarter and second quarter, because in the first quarter, we had that 400 basis points that you'd probably take out of the -- maybe the other way, you'd add one or two points to the transaction costs, related to one time benefits we got from the MasterCard deal. And in this quarter, again for our approach to managing risk, we increased our reserves for our working capital, business and capital advanced business. And if you were to adjust that, sort of to a normal level, you would see that we actually, on that normalized basis, performed really well from that variable profitability analysis. So, what's driving it ultimately is continued efficiency and business mix really are the two main drivers of that.