So, you've mentioned now a couple of times, sales territories, and that's another big thing that we've talked about and all. Can you tell us what is your territory and has that changed much over the years? Being informed of I've had territories that had been multiple states, I've had territories that had a doesn't zip codes. But right now, I have basically the southern part of West Virginia, southeastern part of West Virginia, and then a little north up into Alcon's area, and I have specific customers that I co on, and that's my territory. It's been my territory for the last two years. Okay. Now, when I was doing on the rheumatology division, I pretty much had West Virginia part of Kentucky, part of Virginia and part of Pennsylvania, and that you found in the car doing a lot of traveling. So, it just depends on how many customers you have within a certain area. I see. So, what really drives the territory decisions is customer headcount? It could be. It could be headcount, it could be volume of units that they use within that geography, it could be patient population, I mean. Did your territories change much? I realize if you change a job or if you move to a different part of the company, but if where you are now, does it evolve a lot? So, I can speak to that. Within the first 13 years of my career with Amgen, I had one medicine, and during that time I probably had six geography, but maybe picking up a town here or losing a part of a state here and everything. As the volume of that medicine grew, obviously we hired more people. So, my territory started to shrink a little bit and get a little bit more refinance smaller, and sometimes you'll find in sales that parts of your territory aren't as good as other parts of your territory. How are you going to develop those parts? How am I going spend my time? Do I spend my time developing or do I spend my time with these customers that are really have adopted the product and doing well? So, you really need to be a good territory manager as well in pharma. I see.