Well, I think that I'll take a shot at it, and then maybe Jack might have some perspective on this as well. If you look at the FRE growth dynamics and map that against the growth of our business, maybe the visual that I would use or the way I would frame it conceptually, Glenn, is that I think that our FRE kind of follows the growth of our strategies, the innovation, the organic innovation, and kind of stair steps. What ends up happening is we start these new strategies. Vintage one is usually something that we kind of put together through some combination of partnerships that we have with strong relationships of ours, invest while we're doing that, then raise more capital based upon people being able to tangibly see how we're investing. That sort of is what we use to build into kind of version one. There have been occasionally a few exceptions to that that are what I would call sort of a bit of an outlier, like what Jim and the impact team did on Climate One as an example in terms of raising a very large-scale first-generation fund, which is unusual in our industry. But generally, that's kind of how we innovate. Then what happens is based upon the success of that, we then can go into vintage two in a more normalized kind of capital formation way, which expands the capital base and leverages our ability to do that and leverages on the team. What we generally try to do is we generally try to use existing resources to the best we can to lever into these organic builds. Then as the capital base grows, we add resources to it. We add, you know, where we're in order for it to be kind of both FRE accretive, margin accretive, etcetera. But it usually takes, I mean, one of the things that if you study it, what you'll find is that organic innovation in our industry takes a long time to get to sort of scaled fund sizes. But it pays off because, obviously, it's very accretive. The way you build it and it's very, from a shareholder perspective, I think it's very value additive. I think we've been able to do this consistently. So I see it more like a stair-step function, which for us, if you look at kind of where our platform is and where our margins are, and what we've said we are trying to accomplish in terms of scaling our various platforms as well as the way we build into it, for us, the key is that we continue to get to that level of scale where we really start to see that kind of next stage of margin expansion because FRE is kind of growing faster than, you know, and we're scaling the infrastructure, essentially. So that's how I would describe it. I don't know if you would add anything to that.
