Sal Ternullo

Yeah.

Great comparative analysis.

And candidly, this role would not have been interesting to me if there was not the second component.

All the work on the capital market side is interesting, and I've learned a ton about public markets, challenges and successes thus far.

But

The second piece is what actually attracted me to say, okay, maybe this is the next chapter.

Despite the fact I knew inevitably there would be a negative sentiment fallout on treasury companies, I've been around enough cycles and hot narratives in this space

to know better.

And I consciously chose to do this because I believe in the vision that NEAR is going after.

I believe it's the right team to execute.

And I saw the gap of a commercialization partner and a figurehead to come and speak on its behalf in a more public context from a capital markets and commercial point of view.

And so it was kind of the perfect harmony.

Candidly, I don't think my COO, Dave Schweid, would be here either if he didn't see that second piece is so compelling.

And so it really was kind of a different view and different vision of what a treasury company would become.

And it was that commercialization piece that got us all excited.

Yeah.

And I know you don't love this, but we'll be thoughtful in terms of MMPI.

Obviously, everything that I'm sharing with you today is public information.

And so in that same context of the two pieces of our mandate, there are clear KPIs that management is driving towards that traverse both elements of what does it mean to operate in capital markets, form capital, accrue

near in terms of accumulation on the balance sheet, but also a large skew towards KPIs and measurement on the commercialization side.