The Cost of "Someday."

Every organization has a “someday” list.

The rebrand that never quite gets prioritized. The content strategy that’s been “in the works” for three years. The bold idea that came up in a board meeting, got tabled for further discussion — and was never discussed again.

But what if the right time already came and went?

In this episode, Eric and Jonathan go behind the scenes on a project that almost didn’t happen: building Seymour Studios, a turnkey media space designed to make storytelling fast, simple, and accessible for the social impact community in Santa Cruz.

Eric pitched this same concept to another local organization months earlier. They stalled. Jonathan saw the potential, moved on it, and now the opportunities are already flowing in.

They cover:

➔ Why rigid strategic plans often kill the opportunities they’re meant to create.
➔ The hidden friction that stops good ideas from ever getting off the ground.
➔ How to screen opportunities without defaulting to “someday.”
➔ What it looks like to pursue the end goal relentlessly — while staying flexible on the journey.
➔ The early returns from building momentum instead of waiting for perfect conditions.

If you’ve ever felt stuck between vision and execution — or wondered why some organizations seem to move while others stay frozen — this conversation will challenge how you think about timing, risk, and the real cost of deferral.

Stop waiting. Start building.

Episode Highlights

• [00:00] Introduction: The cost of “someday” and why opportunities rarely wait
• [01:40] The pattern Eric has seen over 16 years of working with nonprofits
• [03:05] How the studio idea came to be, and why another org passed
• [04:38] Jonathan’s lightbulb moment: connecting the studio to a longstanding problem
• [06:18] The hidden friction of media production (and why it kills creativity)
• [08:00] Other flavors of “someday” — board approval, distractions, unclear ROI
• [10:04] Leadership, culture, and organizations in motion
• [14:05] Balancing opportunism with focus: how to avoid shiny object syndrome
• [14:30] Relentless pursuit of the end goal vs. rigid journey planning
• [17:30] Screening opportunities: the donor/supporter “look them in the face” test
• [19:49] Early feedback from the community — and why people see themselves in it
• [22:02] The future of content: accessible, human, less polished, more interesting
• [23:27] The quantity play: why more stories > fewer perfect ones
• [25:00] Challenge to listeners: shed the someday mentality in 2026

Notable Quotes

“We’re so focused on the journey — what step we’re making, when, how much it’s going to cost — that when you build that rigidity into your plan, you’re not ready to take those opportunities that would get you to your end goal more quickly.” — Jonathan Hicken [14:30]

“Clarity of purpose — a really clear crystallized version of a vision — is what allows you to pursue that so relentlessly. Because if that’s vague, you just can’t do it by definition.” — Eric Ressler [15:05]

“It’s not loosey-goosey. It’s one where I feel like I could look a donor or supporter in the face and say, ‘This is going to help us deliver impact more quickly.’” — Jonathan Hicken [17:50]

“That energy and that buzz is what creates capacity, what creates opportunity — not the other way around.” — Eric Ressler [10:45]

“Get your reps in. The next time someone pitches you a new idea, screen it against your vision, your end state, and your near-term goals. Build that muscle.” — Jonathan Hicken [25:43]

“More and more, we have to be better communicators in this space. How do we take those big scientific concepts that are esoteric, inaccessible, unequitable — and break them down into stories, into narratives, into conversations that are more accessible, more human.” — Eric Ressler [22:02]

P.S. — Feeling stuck between where you are and where you know you could be? Cosmic helps social impact orgs build trust through story-rich brands, compelling campaigns, and values-aligned strategy. Let’s talk about how to get moving: https://designbycosmic.com/

Full Transcript

Eric Ressler (01:06):
Jonathan, it is 2026. Welcome, my friend. Welcome to 2026, Eric Ressler. So first design tomorrow pod of the year, at least in the studio here. How are you feeling about the year,

Jonathan Hicken (01:24):
Man? I'm so excited. This year, do you know the nonprofit life cycle?

Eric Ressler (01:28):
Yeah, we've talked about this.

Jonathan Hicken (01:29):
We talked about this. I feel like we're on this ... We went through the rebirth period and we're on that upward arrow now and 26 is the year. It's happening. Awesome, man.

Eric Ressler (01:40):
So, okay. So today's topic is something I've been thinking about for a long time as I've been working with nonprofit organizations over the last 16 plus years now, I get to say in 2026. And this pattern is something that I'm calling the cost of someday. And I'd be curious to hear your reaction to that since that's the first time you're hearing it. But the way that I think about this is these projects, these ideas, this an opportunity sometimes that just comes up and watching leaders and organizations just not pounce when they have an opportunity to on these windows of opportunity, these things that become available. And honestly, frankly, what happens sometimes is people hit us up for a big project or a rebrand or some kind of transformation, and for whatever reason it falls through. And then every once in a while, I kind of just check in on that org and two, three, four, five years will go by and it looks like basically nothing has changed.

(02:38):
And so people get stuck. And so I wanted to talk about this in a meta way, the cost of someday, this fallacy, I think this inclination in this space and the sector more largely, but I want to do it in kind of an interesting way, which is to talk about the project of building out Seymour Studios where we're recording from as a kind of anti-thesis to the cost of someday more into what does it look like when you see an opportunity and you just pounce on it.

Jonathan Hicken (03:05):
I'm already imagining that there are a million ideas that come my way as an executive director. You should do this, you should do that, you should do this. I'm constantly screening like, "Oh, is it a distraction? Who do I need to get approval from? Do I have the right team to do it? Do I have the money to do it? " There's a lot of good reasons why you might stall, but you need to be ready when the opportunity comes up to go. And the studio is an example of that.

Eric Ressler (03:26):
Okay. So let's talk about the story of how this came to be. So circa Q4 last year or so, we were looking at, "Hey, what's the future of this podcast look like from a production standpoint? We can't keep recording this out of Eric's backyard." And I'm noticing I just referred to myself in the third person, which feels weird. I'm not ever going to do that again, but out of my own backyard. And so we started spinning on, there's got to be a plug and play podcast studio. How do we do something? So without getting into the details, there's another org locally who I thought would be perfect for this. And I brought this vision to them of not just a podcast studio for us, but a media center for the social impact space here in Santa Cruz County. And frankly, I think it was kind of a slam dunk for them.

(04:13):
They're in a moment where they were trying to figure out what was next. It all felt like it could kind of come together. And basically it just stalled out the cost of someday. And so I remember very distinctly, you and I went on a walk here at Westcliffe and we were just kind of catching up, talking shop, and I brought this idea to you and I just saw this kind of like light bulb moment go off in your brain. Let's rewind to that. What was going on for you when we were talking about that?

Jonathan Hicken (04:38):
In that exact moment, what was going on is that for years I've been hearing from my community and the people I serve, and just real quick, I mean, we work with scientists at UC Santa Cruz. We work with community partners working on environmental issues, marine issues in Santa Cruz County. So from my colleagues in those spaces, I've been hearing from them, or I had been hearing from them that they had stories to tell, but it either took too much time, too much money or expertise they didn't have. And so they didn't move on it. And when you brought up this idea of like a turnkey solution for people to get stories out, I instantly connected it to the problem I was seeing with the people I'm working with most closely.

Eric Ressler (05:20):
Gotcha. So what I'm hearing now is like basically this is a problem that's just been kind of like irking you for a while or that you've seen this opportunity for a while. Why didn't you act on it sooner?

Jonathan Hicken (05:31):
Well, so we have been acting on it, but the way we were acting on it was not as effective as this, I think. So like, look, this is like a role that museums and science centers and aquariums, this is a role we play often in the community of like finding and sharing stories within the community, right?

Eric Ressler (05:47):
Yeah.

Jonathan Hicken (05:48):
The problem is for many of us, getting a story, something new, something fresh, something relevant, getting that out to the community quickly is really hard in sort of a traditional exhibit space because it takes years and a lot of money to build an exhibit and more often than not, the moment has come and gone and you're late once you get the thing into your dang museum. So we had been trying to play this role of telling stories and making it easy for them. It was just too slow and too expensive.

Eric Ressler (06:18):
Yeah. I mean, I think we should talk a little bit about the kind of unspoken or unseen friction of media production. And honestly, like even from our own show where back in the day before this studio, we were recording in my studio, which required setup and breakdown each time, which meant, okay, now we have to batch episodes to make that worthwhile. We didn't have the gear set up in the same way that made it kind of like turnkey, like our setup is here right now. And that friction kills creativity. It kills opportunity to the point that you were off the show for many months simply because of technical friction, which is so silly. And I mean, hey, I mean, we could have recorded in a closet and not done a video podcast and blah, blah, blah, but I think video is really important and we're seeing video become more and more important, even though a lot of people still listen even when they're on YouTube.

(07:08):
I do it myself, so it's just kind of weird to say that. So all of that to say, I think a big element of this play for the Seymour Center and for our pod is really just that turnkey element of it. I mean, literally I drove over here, we sat down, we riffed on this idea for a little bit and we hit record and we're off to the races.

Jonathan Hicken (07:26):
Yeah. It took all of what, five minutes, 10 minutes to get going?

Eric Ressler (07:29):
Yeah.

Jonathan Hicken (07:30):
Yeah. And look, there are other recording studios in our community, even at UC Santa Cruz. The problem is, is that they're too complicated. It takes a certain level of training to operate it, takes too long, it's expensive to rent it out. A certain kind of asset exists, but not one that makes it dead simple and dead easy for anybody, regardless of your skill level, to come in and start creating something.

Eric Ressler (07:54):
Yeah. Okay. So I want to take this back to the bigger framing of this episode though, which is really about ... I'm curious to hear as you work with other social impact leaders in your ecosystem, what are some of the other flavors of this kind of cost of someday that you've seen or maybe others where you kind of regret not pouncing on an opportunity many years later and once you did, you're like, "Oh, I really should have done this sooner."

Jonathan Hicken (08:19):
Yeah. Look, personally, I fall on the spectrum of a risk taking kind of executive director to begin with. So a lot of my mistakes are actually jumping on something too early. However, I mean, there still are examples of times where things have gotten stuck. And actually, many of those examples have happened at institutions I was at previously, but some of those obstacles are first want board approval. Executive directors are concerned, A, they don't ever bring it to the board because they just know that they're not going to get approval or they know it's going to be a fight. Two, it feels like a distraction, something, a big opportunity may feel like a distraction, although I have some caveats on that, or they're not immediately seeing the return, whether that's the financial return or the impact return either way. And so yeah, you put it into this bucket of some day, but that bucket fills up pretty quickly.

(09:18):
And the question becomes like, how do you sort through what's in there to decide how to move?

Eric Ressler (09:22):
Yeah. I mean, I do want to acknowledge, I think striking the right balance here is a bit of an art and you and I are very similar in that I get excited by new opportunities and tend to be a little bit, maybe sometimes too risk taking and saying yes on certain things, which is ebbs and flows in my leadership style depending on all the things. But I mean, if you look at the kind of flip side of that, it's the like three year strategic plan. If it's not in the strategic plan, it's not happening. The strategic plan has to be approved by this stakeholder group and this board and the board only meets quarterly and there's this kind of this pace. And sometimes that's right, no shade to organizations that can run effectively that way. That's a style and there's not only one way of doing this.

(10:04):
But I do also think that there's sometimes a need to be more opportunistic, creative, open. And what I've noticed in working with literally at this point, hundreds of different social impact organizations is that it really comes down to two things in my mind, one being leadership and two being culture. And those two things are very closely correlated. And when I see leaders who create organizations in motion, there's this kind of buzz, this energy, this excitement. And that's something you could say has to be earned, right? It has to be the right conditions. There has to be enough revenue, there has to be enough capacity, but actually I feel like it's the opposite. I feel like that energy and that buzz is what creates capacity, what creates opportunity, what creates that culture that allows for a certain amount of risk taking or new opportunities or trying things or just kind of staying in motion.

(11:00):
And I'd just be curious to hear how that resonates with you and if you've experienced something similar.

Jonathan Hicken (11:06):
Oh, absolutely. I mean, this studio alone is a perfect example of it. Once I started telling people at UC Santa Cruz and in the community about it, the amount of interest in coming and using it or being featured on a show, the show I'm going to launch soon, that it's starting to flood. We quickly got a grant to fund some of the equipment in the studio and to fund some interns doing some content. We have graduate students who are in science communication programs approaching us now saying, "Hey, we want to make use of this. " So there is an influx of energy that came simply from being able to say, "We have this new asset." And frankly, that was kind of part of the idea all along from my end, right? It's

Eric Ressler (11:46):
Like

Jonathan Hicken (11:47):
I knew that once we had this asset in place, the opportunities were going to start coming to us and it's already begun to happen. So there's no doubt that there is some directionality there about, "Hey, you create the opportunity and then capacity

Eric Ressler (12:05):
Follows." Hey friends, real quick before we continue today's episode, I'm Eric Ressler, founder and creative director at Cosmic. Cosmic is a creative agency, purpose built for nonprofits and mission driven organizations. For the last 15 years, we've helped leaders like you nail your impact story and sharpen your strategy, but we're not here to just leave you with a fancy slide deck and a pat on the back. We roll up our sleeves and help you bring our ideas to life through campaigns, creative and digital experiences. Our work together helps you earn trust, connect deeply with your supporters and grow your fundraising and your impact. If you value the thinking we share here and want it applied to your biggest challenges, let's talk at designbycosmic.com. All right, back to today's conversation.

(12:52):
So I'd like to dig into that more deeply around for our listeners who are maybe executive directors, maybe on the board, maybe not in a leadership position, but wanting to move the organization forward. How do we embody as a sector, as individual organizations, as individual leaders, a different approach to doing this work that is not this kind of, we'll get to that later. Or what's talked about all the time is a scarcity mindset, which is sometimes real, right, driven by true scarcity. But I've been thinking about this a lot in running cosmic over the last couple of years, which have been bumpy with everything going on at the federal level and just like budgets being all over the place, projects getting canceled last minute. I found myself last year, and we've talked about this before on the pod, kind of falling into that same scarcity mindset that I've been preaching against for so many years.

(13:43):
And so how do you balance that as a leader between not getting distracted by shiny object syndrome, which is kind of like the near enemy of this approach, but also like leaving some space to be more reactive, opportunistic, less kind of just like, this is the way it's always been done, this isn't in the strategic plan. How do you think about that when you're doing your work?

Jonathan Hicken (14:05):
A relentless pursuit of the end goal. I think a lot of ... And what I say by that is for our case is becoming this collaborative center for coastal resilience right here in Santa Cruz, right? That's helping this community become more resilient to the changing ocean and coast

(14:23):
And inspiring the next generation of scientists to do that work, right? For me, that is the end goal that I am relentlessly pursuing. And our strategic plan is focused on that more than it is the journey, right? And I think that that's the problem with sometimes with our strategic plans or whatever, is that we're so focused on the journey. We're so focused on what step we're making and when and how much it's going to cost that when you build that rigidity into your plan, you're not ready to take those opportunities that would get you to your end goal more quickly or more effectively. So it's this mentality of this relentless pursuit of the end goal and allowing flexibility in your journey.

Eric Ressler (15:05):
Yeah. Yeah. I mean, there's a couple of things that I want to riff on there. So one, it becomes apparent to me, and this should have been obvious before this recording, but clarity of purpose as a brand and like a really clear crystallized version of a vision is what allows you to pursue that so relentlessly, right? Because if that's vague and it's just like, where are we going, this kind of lack of clarity of directionality, you just can't by definition

Jonathan Hicken (15:34):
Do it. And the cost of someday happens with that exact example all the time, right? Because without that clarity, a great idea could feel distracting because it's not on your path, right? It's not on that journey. If you've planned based purely on the journey, something that's off to the side is going to feel like a distraction, which like, don't get me wrong, like having a clear sense of what is a distraction and what's not is important. But I think that that can exist within this mode of thinking.

Eric Ressler (16:05):
Yeah. And I think distractions can show up in a couple different ways and they can be driven by grant opportunities or funder priorities or donor priorities, right? There's so many different flavors. So I think having that clarity of purpose that really crystallize the vision around like we are becoming this becomes so important in knowing what to say yes and what to say no to. And I think maybe what I'm hearing and what I've experienced before and what I've seen with other leaders is when that's clear, those opportunities to pounce become much more, like you can make them much more confidently because you're like, "Oh, this is aligned." And it's almost like a feeling. It's just like, this feels right because this is where we're going and this, I could see how this could get us closer there. I also like the other thing you talked about maybe we could riff on, which is like in the strategic plan, having a really clear end goal, but a little bit more loose than this around how to actually get there, which is something that resonates a lot with me because I see these really rigid strategic plans that assume everything's going to go to plan and it never does, right?

(17:09):
The world's always changing, your circumstances are always changing. Is it Mike Tyson? Everyone has a plan until they get hit in the face. Everyone can kind of resonate with that leading an organization like this, I think.

Jonathan Hicken (17:19):
And when the idea to build this studio for ourselves and for the community came up, I screened it against our strategic plan, so to speak. And our strategic plan, it was built in this sort of like the end game mode rather than the journey kind of mode. The other thing I did is I screened it against our goals for the year because I was like, I knew that this was going to take me a couple of months of my time and I needed to ask myself, is this investment of my time going to get us towards the short term goals too? And the answer was yes in both cases. It's not to say that this is just like loosey goosey, like, "Hey, here's an opportunity and I have a gut feeling that it's going to get me to where I want to go. " It's one where I feel like I could look a donor or supporter in the face and be like, "This is going to help us deliver impact more quickly, and this is going to get us to our end goal more quickly than what I thought was going to get us there originally."

Eric Ressler (18:10):
Yeah. I mean, that's even kind of a good way potentially of screening opportunities like this or if you're a leader trying to get out of this culture of cost of the someday, it might be worth thinking about like, how do I justify this to my internal team? How do I justify this to my donors or to my funders or to my board? And if I don't feel like I have a confident story for that, a confident logical way to see that, that might be a sign, "Hey, this is actually a distraction because let's be real. There are plenty of opportunities for distractions."

Jonathan Hicken (18:42):
Yeah. I mean, I had someone suggest that we bring in literal live elephant seals into the Seymour Center once and- I thought you were going to say into the

Eric Ressler (18:49):
Studio. I was

Jonathan Hicken (18:50):
Like, "Let's

Eric Ressler (18:50):
Do it, man. Let's

Jonathan Hicken (18:52):
Go. " And by the way, elephant seals are like the size of a pickup truck. They're massive. And so that was an example of like, I looked at our strategic plan and our goals for the year.

Eric Ressler (19:00):
Live elephant seals weren't in there.

Jonathan Hicken (19:02):
Did not fit, right?

Eric Ressler (19:03):
Yeah.

Jonathan Hicken (19:03):
I mean, obviously that's an extreme example, but that's the level of discernment that we have to have. It was easy for me to know that an elephant seal wasn't going to fit, but I still need to go through the same process. I need to say, does this get us to our end goal more effectively than what we're already doing and does it also help us achieve our short term goals too? Both are important.

Eric Ressler (19:24):
So I'd be curious to hear, and part of our plan here is to do a little bit of a behind the scenes build in public style series of case study episodes on this studio build out and your transformation as the Seymour Center. What's some of the kind of just like early feedback been like from your team, from your supporters, from the community you've hinted at this, but I'm wondering if we could go a little deeper there.

Jonathan Hicken (19:49):
Yeah. So I mean, interest from ... Now granted, I've socialized it in a limited scope so far because I don't want to overwhelm myself or my team too quickly with a problem which I ultimately want. The problem I ultimately want is too much interest in using the space, but I don't want to get there too quickly. We'll get there. When I have been showing off the space to people who might be interested, they have been thrilled and so excited and asking about how they can begin to use it themselves. And that's been really actually really interesting. The first thought that I'm observing is people imagining how they're going to use it for themselves, not, "Hey, how do I get on your show?"

Eric Ressler (20:32):
So like perceiving it as like a community resource.

Jonathan Hicken (20:34):
Yes, exactly. This is something that's good for me, which is exactly the kind of response I want because it's not about me, it's not about Seymour Center, it's about the community, it's about the end state, right? It's about the relentless pursuit of that end goal and more people using this space to tell the stories of Science Solutions Santa Cruz is good for the end goal. And people see themselves in it, people see the opportunity and they see the doors opening for them getting their story out. I really believe that that's the sense.

Eric Ressler (21:02):
What if you heard, I'm just curious from folks in the community who are interested in utilizing this space, this asset that you've created, that we've created, what was stopping them? What was their cost of someday or why was it a someday for them?

Jonathan Hicken (21:17):
Yeah. Make no mistake, everybody wants to tell their story. I work with passionate people in science and in environmental work across the campus and the community. People, they care and they believe other people should care too. But time and time again, for years now, Eric, I've been hearing telling stories takes too much time, it's too expensive, or I don't have the right team with the right skills to do it. It's really those three things over and over and over again. And the way that you and I built this studio was deliberately to solve all three of those problems, fast, simple, you don't need a lot of expertise to use it and inexpensive. And we did that. We've successively built the studio in that way.

Eric Ressler (22:02):
Which I wonder, as I think more about the future of where kind of brand building and content is going, especially in the social impact space, I do think people are expecting and yearning for more content like this, whether it's podcasts or video or just like authentic human content that is not necessarily always academic, long form, dry. I mean, there's a need for that stuff too, don't get me wrong, especially for particular, very heavily science-based or evidence-based or research-based work, but more and more, I think we have to be better communicators in this space. How do we take those big scientific concepts that are esoteric, inaccessible, unequitable, I'll even say at times, for the community that we're trying to reach and break them down into stories, into narratives, into conversations that are less polished, but more accessible, more human, more interesting, I'm just going to say, and something you can listen to on your drive or while you're doing dishes or while you're at the gym versus like, "I'm going to sit down and read a research

Jonathan Hicken (23:05):
Paper right now." Santa Cruz is not unique in the sense that there are so many stories worthy of telling and the friction that we were talking about earlier exists and that's what's keeping these stories from getting out. I think about the underlying content generation strategy here being like a quantity over ... Not over quality, but like a quantity play.

Eric Ressler (23:26):
Yeah.

Jonathan Hicken (23:27):
And actually, we did an episode talking about like, or you did, I'm sorry, you did an interview about-

Eric Ressler (23:33):
Yeah, with Mike

Jonathan Hicken (23:33):
Nellis. Yeah. About how like you just got to put shit out and you got to do it a lot and consistently. Yeah.

Eric Ressler (23:39):
I remember Mike was like beating himself up for only doing a daily live stream. Only. The bar is very different for you, my friend,

Jonathan Hicken (23:46):
Compared

Eric Ressler (23:46):
To most people we're working with. Yeah.

Jonathan Hicken (23:48):
So I remembered that like, and I know there's an abundance of stories in town and an abundance of voices that are worthy of hearing and a worthy of amplifying. And so I put all those three things together and I'm like, "Well, we got to do a quantity play." And so a lot of, to your question about how, what are some of the early indicators I'm getting, it's like, I'm inviting as many people as I can right now to come and use this space and just experiment. We're going to experiment with all kinds of different content. There's a CICOM student that's a science communication student who has this idea of a show called STEM Girl Summer where she interviews women field researchers about their experience of being women in science and in the field.

Eric Ressler (24:28):
Amazing.

Jonathan Hicken (24:29):
I'm like, "Fucking great. Come do that here and be a part of Seymour Studios." And there are dozens of ideas I've heard similar to those already.

Eric Ressler (24:39):
Yeah. That's awesome, man. So as we wrap up on this one, first of all, to say let's challenge listeners in 2026 when we're releasing this episode, we're at the beginning right now, let's try and shed that someday mentality in this sector. And I think let's acknowledge that we're in a tough time for a lot of folks right now who might not be in that mindset and that's okay too. We're not here to judge that. But I think that that energy, I can see it in our work together. I can see it in my work at Cosmic. I can see it in the work that we do with our clients, that there's this buzz that can happen when there's that culture around that, the internal leadership and the champions for this work. And so that's a challenge to our listeners. I think the takeaway from this interview is if you can be clear about that crystallized version of where are you going as an organization, what's that direction, what's that desired future state, then you have the confidence and the opportunities to step into those opportunities, not just kind of like put them on the back burner forever.

(25:42):
Any other takeaways from you?

Jonathan Hicken (25:43):
Yeah, just honestly more advice for the listeners is like, you got to get your reps in. So what I recommend is the next time, literally like tomorrow when you go to work and someone pitches you a new idea, just get the reps in of screening that idea against your vision, against your end state and against your near term goals. Just build that muscle so that you are just constantly on the prowl for that next opportunity that's going to help you get to your end state faster. Get your reps in.

Eric Ressler (26:11):
Jonathan, thank you, man. We're going to keep going on this case study over the course of a few episodes and kind of share a little bit of a peek behind the curtain as this keeps going. But yeah, it's been fun, man. Right

Jonathan Hicken (26:20):
On, man.

Eric Ressler (26:21):
Thank you. If you enjoyed today's video, please be sure to hit like and subscribe or even leave us a comment. It really helps. Thank you. And thank you for all that you do for your cause and for being part of the movement to move humanity and the planet forward.