Hi, Shadab again. So let's talk about product roadmap development for your revenue operations efforts as part of the revenue engine diagnostic final phases. So we develop an actionable product roadmap and then we have an internal roadmap review committee which will critique this roadmap and try to provide feedback, add or remove items from it before we, you know, jump on with, like, a final presentation call that will consolidate all of our findings into our ED presentation or revenue engine diagnostic presentation that we will cover in the next video. So stay tuned. This one will be quick. What we do fundamentally based on all of the inputs we have gathered so far, the go to market discovery, data model discovery, the benchmarking dashboard, the revenue mapping, we identify a couple of long term epics and couple of quick wins. So the roadmap will be a combination of both. So you can see in this example roadmap, this is like a old one, but this is like a real roadmap that I'm showing you. So we have lifecycle stages that was delivered. We have lead statuses. We have HubSpot training for their team. We have marketing contact management. We have deal stages. We have quick wins and within quick wins, there will be like a couple of things. We have sales to service handoff. We have onboarding ticketing process. We have reporting and forecasting, and then we have renewal and retention pipeline. So we have all of these items. Every single one of those will have assignee. In our case, if you're working with us, this will be your dedicated strategist. And in some cases, it will be your dedicated lead technologist as well. If the application is highly technical in nature, for example, a custom integration or things like that, or like a custom cards, custom coded actions or things like that, all of those nature. So that will be the lead technologist. And then we have the start date and due rate for each of those. So you will be able to see what's going on. And the outcome of this product roadmap is to have something that's actionable and that's something tangible that you can track and measure. Now, we take this back to our roadmap committee and we think about, hey, since they have like a two stage model, we don't see anything in this roadmap about the presales process. Do you have anything in that? So that's like a good idea. Okay. Let me note that down as a strategist and take it. Okay. You have added renewal and retention pipeline. That's excellent. But since we have a lot to do in acquisition, can we push the due date for these? That's good. Okay. You have ticketing processes. That's fantastic. But I think once we get all of the acquisition parts in the reporting and forecasting should come first so we can maximize the value. So can we push the due dates and switch the due dates up? So these are some of the very, very basic conversation, but we go very, very deep into, like, the business, the go to market, the data model, and all of those aspects in the road map review call internally, and then discuss all of that factors, take note, and then come back to you with, like, follow-up questions or recommendations and then finally we will hold that R80 presentation call which I will showcase in the next video. So yeah that's pretty much it. I will see you in the next video. Bye.