AI Can Ace The Test, But Who’s Grading The Soul?

What happens when the former CMO behind the Grammys decides prestige isn’t enough and builds an AI platform designed to make people think better, not just faster? We sit down with Evan Greene to unpack the leap from Disney, Sony, and the Recording Academy to Kwieri, a human-in-the-loop learning system that blends the speed of AI with the judgment of real mentors.

Evan explains why over-reliance on AI fuels confident wrongness, positivity bias, and a slow erosion of critical thinking—then shows how collaborative guidance flips the script. We walk through concrete use cases: professors and TAs joining students in real time to refine prompts, validate outputs, and turn shortcuts into skills; a career coaching company pairing its AI agent with live coaches to scale wisdom without losing trust; and a university rolling Query into teacher training before campus-wide deployment. Along the way, Evan reveals how his turnaround work at the Grammys taught him to build pride, ownership, and high-performance teams—capabilities that translate directly to startup scrappiness and product-market fit.

This is also a story of resilience and clarity. Living with myasthenia gravis pushed Evan to focus on what matters and to lead with empathy. That lens informs a central belief: collaboration is the cornerstone of mastery, and humans should remain at the center of cognition and decision-making. If you’re a student wondering how to stand out in AI-driven hiring, an educator seeking tools that promote accountability without banning technology, or a leader deciding where to place human judgment in automated workflows, you’ll find a practical, urgent roadmap here.

If this conversation sparks new ideas, follow the show, share it with a friend, and leave a quick review—what’s the one place you think human oversight most improves AI?

Transcript

Alex Romanovich 0:26

Hi, this is Alex Romanovich and welcome to Global Edge Talk. Today is middle of February 2026, and my guest is Evan Greene. Hello, Evan.

Evan Greene 0:35

Alex, how are you? Great to see you.

Alex Romanovich 0:37

Great to see you, man. I'll tell you, it's been a while since you and I have seen one another. We go way back to uh the chief marketing officer's uh club days. Yeah. I remember the first couple of times we've met and we hit it off right away. Our talks of you know conversations of uh your young days, my young days. We even uh crossed paths in Odessa, Ukraine, from your you know, war stories, so to speak, right? So it was a really great, you know. I felt I felt an amazing connection, almost like a brotherly type of a connection. And then when you came to Brooklyn, you know, to visit your uh you know homeland, New York City, yeah, it was really um it was really something special. But we'll talk about that a little bit, and we want to talk about you and your path and what's going on with you. It's really something that comes from the heart. So um you had an amazing career with Sony, with Disney, with of course the Grammys for 15 plus years. You were the chief marketing officer, you were the person behind the Grammys and the orchestration and content and the execution part, which is, you know, an amazing, amazing accomplishment. And then you've done some really great entrepreneurial work. And you ended up now with, from what I understand, a very, very interesting, very exciting platform that uses artificial intelligence to help educators, universities, colleges. So tell us a little bit about your career, maybe not as a resume, but maybe as something that kind of drove you to what you're doing right now and some of the accomplishments and some of the revelations that you had over the years.

Evan Greene 2:13

Um I would just say, as a as a blanket statement, look, I've had some extraordinary career-defining opportunities. Um I had the opportunity to work on some of the biggest films in Hollywood history. I had the opportunity many years ago to take the Grammy brand that in 2003 was really in steep decline and reinvent it, reenvision it, and frankly reignite it for an entirely new generation. And what it really did is it kind of taught me about listening to people, to how to understand, how to motivate people for maximum output. Um, but at the end of the day, right, I just felt like after a whole bunch of years in these roles, I had this personal shift. And I just knew that I had another chapter in me. And I kind of, it took me a while to put my finger on the fact that I craved a deeper purpose and I really decided deep inside that I wanted to build something, build something with deeper meaning, deeper impact. And, you know, we I know we'll get into this, but you know, my latest project, Query, it's it's the most meaningful thing I've been involved with, with the greatest potential to impact people's lives. And so, you know, I was sitting in a relatively big chair for over a decade and a half at the Grammys, and I could have continued and probably retired comfortably at the recording academy. And from the time I graduated college with a marketing degree, I had my sight set on becoming a CMO. And after, you know, by by some accounts, a pretty good run, I really decided I want to push myself to accept a bigger challenge, another challenge. And at the end of the day, for me, it's about passion. Alex, I was pouring all my time and effort into a role that, you know, as an executive and an entrepreneur, um, I just felt that there was something more. There was another chapter. Um, and I always was kind of galvanized around the idea that I wanted to build something from the ground up. And it's, you know, candidly, it's both terrifying and exhilarating at the same time.

Alex Romanovich 4:09

But the reaction that we continue to get has just been really, really tell me how your CMO experience, because you you did a lot. It's not just the CMO experience that you have, but way back when in um, you know, okay, only a couple of years ago, back in Disney and um and Sony, you were involved with commercialization, you were involved with licensing, you were involved with uh doing special projects and so forth. And then, of course, uh you did a lot of amazing work as a chief marketing officer. How did that prepare you? What did you learn from that experience that allowed you to not only work with Query, but you know, prior to Query, you were involved with a lot of the entrepreneurial uh ventures in music, in NFTs, in uh you know, a variety of digital, you know, uh digital type of entities. So tell us more about that. Oh, by the way, the reason the reason I'm asking that question, I apologize for interrupting you. The reason I'm asking that question is because there are a lot of chief marketing officers out there, friends, uh, friends, our peers, that are uh frankly are at the crossroads. And maybe they were let go, maybe they um they're you know trying to learn how to become more entrepreneurial and so forth and so on. So I think this will be a very interesting take on this.

Evan Greene 5:24

Well, if the question is, what can I take from being on the corporate side and how do I apply that to the world of being a founder? I can tell you that in building a business, right, there's a method to the madness, right? And there's a cadence to all of it. What being on the corporate side for the better part of two and a half, three decades, what it doesn't prepare you for, candidly, Alex, it's the inherent scrappiness and the uncertainty of building something completely out of the ground, right? From from just an idea and then figuring out what to do with that idea, how to plant it, how to add water, how to add the right components to it to get it to nurture it, to start to grow. But I will say that once you start to have some traction and then you can start to establish an infrastructure and internal workflows, that's where sort of a um, you know, corporate experience or a sound operational plan born out of years of assembling and working with teams becomes really invaluable, right? In in in terms of like setting yourself up for success. And I would say that my time uh, you know, at at Disney, at Sony, at the Recording Academy or the Grammys, what that really taught me in a lot of ways is how to listen to people, how to understand, how to motivate people to drive maximum output. And that comes from figuring out how do you instill pride and passion, how do you instill ownership in people? Um, and it it it you know, how do you have people feel a level of investment in the outcome? And that comes from really identifying and leaning into what people are really good at. Because at the end of the day, right, we're in a relationship business, whether it's hiring, whether it's putting deals together, whether it's partnering, whether it's internal dynamics, it's ultimately all about people. I mean, yes, there's business strategy, but I I just find that that yes, you can build the right roadmap, but ultimately you need to find the right people and you need to you need to understand how to get how to build teamwork, how to build camaraderie, and how to get people, you know, really passionate and delivering at a high level.

Alex Romanovich 7:31

You know, we both have young kids and teenagers in their 20s. And uh, what's interesting about this generation is that they're okay being digital, being artificial intelligence, savvy, and uh being online. And yet you're talking about building relationships, you know, it's all about relationships and so forth. How do you think is this a successful merger of generations, if you will, when one generation feels that relationships and human side is extremely important, yet the money is being made on the totally different side of the equation, if you will. It's crypto, it's digital, it's online, it's AI, and this is where the, you know, this is what the investors are going after, and so forth. And it's almost there's a notion that, you know what, part of that whole relationship piece of the puzzle, business puzzle, can be replaced with AI, with digital. You know, there's talk of uh sales through AI SDR engines, you know, LLMs and and so forth. How do you reconcile all of that?

Evan Greene 8:32

Look, it's we could spend we could spend hours on this one topic alone. At the end of the day, on a macro level, I think mental health is is declining because I think people are lacking that human connection. And I think we're just starting to see the societal and the cultural and the personal costs of that. More specifically, when it comes to AI and learning, I think the reason that that we're building query is because learning is in crisis. And the reason I say that is because if you think about your own learning journey, whether you're in you're in school or business, there was probably a human being, a mentor, a guide, a teacher, a partner that helped contextualize what you were learning to make it more understandable and to humanize it. And that's based on context and lived experience. It is, I think, undoubtedly the most transformational development in the history of humanity. However, over-reliance on AI is really leading to some significant blind spots. Article after article, study after study. I don't care if it's MIT, I don't care if it's McKinsey, the list goes on. And what they're saying is over-reliance on AI is doing some critical things. In schools, it's acting as a superhighway to cheating. It's create, it's it's creating a general laziness because we're we're losing the ability to iteratively be wrong and get to a final answer based on kind of figuring things out along the way. And it also, I think the the most troubling is that it's reducing our ability to think critically. You add to that the fact that AI is often confidently wrong. And then the fact that there's a positivity bias, you know, reinforcing what it thinks users want to hear. I think it starts to focus a light on the areas that we need to pay attention to in terms of responsible AI. And to your point, I think it's a good one that our current solutions are trying to replicate, replace, or simulate human beings, almost remove them from the learning process. And part of the reason is because, you know, technology is amazing and we're trying to push the envelope and see how far we can go. But from a business standpoint, people represent talent and talent is expensive. And the more people that you can remove from the equation, the greater you can scale and the more money you can make. But the question, the fundamental question is, right, because I I believe and we believe at Query that collaboration represents the cornerstone of learning. And we think that humans need to remain at the center of critical thinking, cognition, and mastery. And the fundamental question that kind of drives me, you know, the reason I was up at 3:30 in the morning is is I get, you know, this this question gets stuck in my brain. And, you know, the the idea of how to solve it, you know, is what drives me. But the question is, do we want to offload all responsibility for education and for learning and business solutions to pure play technology? And I think the answer is a resounding no. And I think on the flip side of that, yes, we absolutely have to use the best that technology has to offer, but we need a trustable, scalable learning solution, right? A scalable learning solution that includes human oversight, human context, that has accountability, and that where we can literally bring humans to align with AI. And that's becoming a bigger and bigger problem is the um, you know, these blind spots that are caused by exclusive AI.

Alex Romanovich 12:20

Interestingly enough, I um had a session recently with a uh another company I'm uh advising, a company called Zero2AI. And one of their modules that they created is um a um a workshop that you can develop online using AI. It's an AI assisted workshop. Right. And what uh you know, I was looking at it and I was trying to get into the experience of it because about a year ago, we created, Jem created a number of different face-to-face, human-to-human workshops that we took globally, uh places like Finland and Estonia and uh Poland and so forth. And I remembered what it took to create this baby, right? The workshop, the training, the masterclass, you know, what have you. And all of a sudden, right in front of me, there was uh an AI engine that was literally creating it slide by slide. And I thought to myself, wow, that's pretty powerful, but it's it's missing a soul. It's missing this, you know, sweat, blood, and tears, this emotion, this uh, you know, and in the end, maybe the consumer of this workshop is not going to care. Simply, they're simply not gonna know it, right? But this has to be, and that is what I thought, there has to be a human connection there. There has to be a human process. I mean, we're still humans, right? We're not robots. And it has to be a human cognitive process that says, okay, this is how I learned this particular thing. And um, when you create something, this is this is when you actually realize it. How do you, when you talk to educators, when you talk to, you know, academia, when you talk to folks in the corporate environment that want to roll out a training program or something like this, how do you, you know, understand whether this platform or this process is going to be a great fit or not?

Evan Greene 14:06

It's a great question, Alex. And I and I'll and I'll tell you that to your point about the marvels of technology and the lack of soul, I think on some level, right, we have to define where AI has its greatest impact and where it has its greatest efficacy, right? If you need to solve for X, AI will give you a binary step-by-step sequential roadmap because there is exactly one correct way to solve that problem, and there is absolutely one correct answer, one correct output. However, if the final destination is variable and can be affected or impacted in a variety of different ways depending on the pathway that you took to get there, and that pathway is influenced by judgment and context and lived experience. That's where the idea of having a human in the loop or a guide on the side starts to really be interesting to create that responsibility layer that accompanies AI. Because I think if you there's there's a number of there's a number of areas, there's a number of fields, there's a number of subjects, a number of verticals where AI just can't replicate human judgment. It can't replicate your experience as a father, an executive, a human being, a friend, an athlete, uh whatever, all of those things that that helped conspire to make you who you are and give you the particular worldview that makes you so valuable, that can't be replicated in, you know, in a straight technological manner, kind of like you were saying, right? Like, where's the soul in all this? So if I need to teach somebody how to, you know, how to, you know, how how to do a mechanical job, that's pretty straightforward, right? But if that job starts to have nuance and it's affected and impacted by context, that's where this whole idea of collaborative guidance and learning takes a whole different level of import. And I believe that we're getting to the point, Alex, where the market is starting to raise its hand and say, wait a minute. I mean, look, even Salesforce, which was one of the biggest proponents of AI there is, came out a a couple of months ago and and they raised their hand and they said, look, we're having some very significant misgivings about the trust and accuracy of the of the AI that we are distributing across our ecosystem. And so I think more and more people are starting to recognize that. And that's why I think this solution, you know, someone once said to me, you know, having uh having a solution early is almost as good as being wrong. And I that's why I feel really strongly that we have a right solution at the right time.

Alex Romanovich 16:55

And you're absolutely right. You know, if you look at the corporate systems or legacy systems that a lot of folks are trying, a lot of the tool vendors like Salesforce are trying to transform, if you will, extract the legacy business rules, convert them into new languages, teach the models, you know, integrate them with new systems, you know, and so forth and so on. It's a binary exercise, you know. You had a you had a binary something that's you know, something that was binary to begin with, and you're trying to make it more, maybe more conversational, more efficient, more optimized, and so forth. When you're dealing with something like learning and education, it's it's a totally different experience. It has to have passion, it has to have you know commitment, it has to have the energy level. And because then that you know, that's part of the experience. So I totally I yeah, I I totally get it. And I, you know, when you first told me about the platform, I was like, interesting. Because my daughter, who is uh part of a New York City uh school district, uh, you know, they tell them not to use AI. They check their phones at the door, right? And so forth. Yeah.

Evan Greene 18:01

Well, I'll tell you, what we're what we're learning, and we've spent the last year plus deploying the product, doing pilots, giving it away, talking to educators, talking to students, talking to faculty, talking to business people, talking to HR. And one of the things that really struck me is that you have a lot of teachers, faculty, educators, professors who are saying things like, you know, I got involved in teaching for all the right reasons, and I've loved my time in the classroom. But not only am I starting to feel like it's all pointless because I know kids all around me are cheating, not only am I starting to feel disenfranchised and wondering what the future of my role is going to be, but believe it or not, and this really kind of stopped me in my tracks, many of them are saying, I'm almost starting to feel complicit because I don't have any tools or ability to stop what's going on around me. And so when we talk to people, like I said, whether it's students, whether it's faculty, administrators, and we talk about the idea of bringing a responsible human layer back into the learning process, they all lean in. They not only lean in, but they lean in very aggressively to the point where, you know, a normal higher ed sales cycle is, you know, 18, 24, 36 months. We're collapsing that to three because, or even less, because this is such an immediate, urgent need right now. And so what we're doing, you know, we're we're we're ensuring that when kids use AI, they have the ability in real time to be able to collaboratively work with a professor, a TA, uh, a grad student, uh, a subject matter expert that can help them either challenge their prompt engineering skills, work on their prompt engineering skills, validate what they're what they're getting back from AI and help shape it into a more productive, effective, responsible manner so that they can use it to actually get smarter, right? It and and it it's a way to help learners think through the challenge that they're having, as opposed to simply plugging in a question and getting the answer and jumping right to it.

Alex Romanovich 20:12

From a practical standpoint, a lot of kids in college, and I'm assuming that the platform is not only for universities or for college students, but it's also for some of the more advanced degrees, like PhDs and masters, and even corporate training and and and so forth. From practical, from a practical standpoint, obviously kids in school today, they're thinking about the future. They're looking at um, you know, at the way the parents might be struggling in the workplace, or they may be even replaced in the workplace. And, you know, the thought that comes to their mind is okay, am I going to be ready? Am I going to be prepared for this AI digitized, robotized world that I'm going to be entering, the career world, and will I be prepared? How does the platform prepare you for that in the world, if you will?

Evan Greene 21:03

It's interesting. One of the schools that we received a commitment from that we are building the next round of product for that will be deployed in the next probably 90 days is so passionate about the solution that we're providing that the first rollout is going to be in the classes where they are teaching teachers how to teach responsibly using AI. And once we validate the product with that set, then we will be deploying the product across the entire campus. And so to your point, and frankly, we have our uh we just started opening up the conversations on the enterprise B2B side. And your question is very well timed because our first enterprise client that we just signed up, believe it or not, is a career coaching company that believes very strongly that our solution will not only be transformative to their business, but revolutionary to their industry. Why? Because the founder of this company has for a lot of years been doing um been doing but in order to expand and scale, he was advised that he had to lean into AI. So he built an AI agent to replicate him and his methods across a broader client base. Well, now this gives Him the opportunity for him and his other career coaches to now work in real time with the client, with their AI agent, and with themselves to be able to provide that real world perspective and real world guidance. So when you start thinking about what the next phase looks like in employment, AI absolutely has to be part of it. I mean, people, you know, there's a there's a lot of stories about companies not even interested in interviewing young people that don't have at least a modicum of AI skills. But in terms of where that's going to take the market, that remains to be seen. But I can tell you that having these young people placed is going to be more and more dependent on not only their AI skills, but not but having some degree of human involvement and guidance to help determine what might be the best opportunity or path for them to take. This this company that I mentioned, they have a they have a pilot program they're doing with a very large university that's interested in deploying this solution, our collaborative solution with this company across their student body as their young as their students are getting ready to graduate and figuring out what the next step in their career is going to be.

Alex Romanovich 23:41

Incredible. It's actually fascinating. I want to go back to you. I mean, I think what you've built with queries incredible, but I also believe that it takes a certain special type of character. And a certain special type of experience to get to this level and be successful. So a little bit about you from what I know, and maybe you can fill in some of the blanks, and then tell us and tell the audience globally why it does take a certain uh set of skills, a certain set set of um, you know, a certain level of stamina, rejection, successes, and so forth to get to where you can get to. I know that you've been living with uh Myastania Gravis, MG. It's a condition that's very challenging, and I don't know much about it. You can fill in the blank there. But the reason I'm bringing this up is because I recently found out that not only you were extremely successful in the corporate world and now very successful in the entrepreneurial world, you're also used to be a professional skydiver. And as you corrected me, you said not just a skydiver, but with two dives, uh, with I'm sorry, with 200 dives under my belt, which is, you know, very significant, you know, very significant accomplishment. So when you add those things that I know up, plus all the things that I don't know, it um fills in the puzzle in terms of um this is this is the type of character that it takes, this is the type of stamina that it takes, this is a type of uh, you know, challenge and overcoming that challenge it takes to be successful. Tell us more about that.

Evan Greene 25:16

Well, first of all, I'll I'll correct you. I'm not a professional skydiver. I used to be a competitive skydiver. There's a big difference.

Alex Romanovich 25:22

Well, for somebody like myself, it's almost the same. You know, you say 200 dives, to me, that's a professional skydive.

Evan Greene 25:28

No, no, no, no. Um, well, you know, in in uh in 2003, I was diagnosed with with a rare neurological disorder. And without getting too deep into it, what it does is it prevents the the signal from getting from your brain to certain muscle groups. And it affects different people in different ways. It affects different muscle groups. Some people, it's a lot more serious than others, and some people um expire from from this disorder. For me, what it did was it sort of took away a lot of a lot of the things that I love to do. It it prevented me. I was a pretty avid adventure sports guy, outdoor enthusiast, and it affected my upper body strength tremendously to the point where, you know, couldn't skydive anymore, couldn't rock climb, couldn't paraglide, couldn't do a lot of the things that I that I that I like to do. But what it did, and it was right at the time, it was, you know, about two or three months before my first daughter was born. And so what it really did is it forced me to focus on what's really important in life, right? And it forced me to kind of slow down and be very thoughtful and very contemplative about what I want, about where I'm going, about the things that kind of matter in life. And so um it it it in a way it made me kind of listen to and honor what was what was really important. And I don't know if MG or you know being interested in in adventure sports, I I don't know how much that that plays into my desire to build a company. Maybe it's a it's a risk thing, a risk tolerance thing. I don't know. But for me personally, always part of my journey is that I'm an only child. And so candidly, I I I've relied on myself more than other people, maybe to a fault, right? And so I always had this belief that I could start something and do something on my own. And whenever I, whenever I complete a task or achieve something, it's it's I'm always on to the next thing. And so I felt like I had I had you know achieved what I wanted to achieve on, you know, in the CMO chair. And I could have continued down that path, but I wanted to build something. I wanted to build something, you know, on my own and for myself and also something that really mattered. And I think that, you know, one of the being diagnosed with a disorder like this was terrifying and extraordinarily lonely because you couldn't tell anything was wrong with me from the outside. I just looked thinner and I was losing weight and I lost muscle, and but I didn't look sick, right? And so finally connecting with other people that had this this disorder was very comforting and made me feel like I was part of a community. And since then, what it did is it sensitized me to the fact that empathy is really important and connecting with people is really important. And so I've been a mentor for new patients for many, many years. It also, I think, has sensitized me to what other people go through, right? Whether it's people on my staff, whether it's people on my team. And I think that there's a way, there's this sort of rapport and connectivity that we need to have in order to, I don't know, I think feel like we're we're we're part of the world around us. And I think that translates to business as well, because when you think about the the things that you are passionate about, and when you really want to do a good job, it's not just because you're getting paid. You want to do a really good job because you care. And you care generally because it's um it's a product or a um or or a uh a passion, uh, or it's because you want to be part of your team and you want to support and you want to be connective in that way. So for me, a lot of these things kind of conspired to make me the person that I am. And I'd certainly be in a different place in my life if I didn't have MG, but in a lot of ways, MG is a critical part of the journey that got me to where I am. And you know, since I've been in the last several years, I've become a national advocate, a national patient advocate, representing MG on a national level, and like I said, mentoring a lot of other patients. So it's it it has forced me to connect in a way with the world around me that perhaps I wouldn't have done previously.

Alex Romanovich 29:54

It's been a fascinating discussion, and unfortunately, we will have to break soon. And we can certainly continue as part of a series of talking with you and tracking your success with Kwieri. Um I always ask this question you know, what is your advice? Actually, let's make it a three-prong type of a question. What is your advice to a younger Evan? Let's say you meet the younger Evan on the street and invite him for a cup of coffee. What is your advice to a young entrepreneur out there globally? And what is your advice to someone who is contemplating, you know, after maybe a long career in corporate or doing something else, of becoming an entrepreneur? How about that for a question?

Evan Greene 30:35

It's interesting. I was on a panel, I was on a panel discussion many years ago with Kevin Bacon, of all people, and it was about career. And he said something, and this, and I was very comfortable and entrenched in my corporate job at the time. And he said something, someone asked him about, you know, it was a it was all about career and career choices, and and someone asked him for advice, and it was a lot of young people in the audience. And what he said to me was, or not to me, but what he said to the to the audience is he said, listen, I knew I wanted to be an actor, and I knew that there was nothing else that I wanted to do. And so I didn't give myself a plan B. He said, for me, it was it was all or nothing. And I don't think I would have made it if I knew I had an escape hatch to go to something else. And so he said, I got rid of every other distraction, every other option, every other plan B, and I I went for it a thousand percent. And I always remembered that. And now that I'm in the entrepreneurial chair, I can say that, you know, I go to bed every night and I wake up every morning thinking about building this business. And there are so many things involved, and there's so many, I mean, from from writing decks to building, you know, to writing social posts to interviewing people to talking to investors to, I mean, it just the list goes on and on and on. And if I had a bunch of other things going on, and if I had another business that I was running, it would be a lot harder to get this business off the ground. And the other thing, because it's in the AI space, and it's because that that we're dealing with uh an issue of critical urgency, I go to sleep every night as if I'm being chased by this dragon because the market's moving so quickly. And so perhaps if I had something else that I was doing, I would say, oh, I'll get to that tomorrow, or I'll get to that next week. And before I know it, the industry, the the market has passed me by. And so I don't know that I don't know that I can give that as definitive advice to other people to say, don't have a backup. But I can certainly tell you that um that not having a backup and jumping in with both feet in terms of whatever you're doing at the moment is an extraordinary motivator.

Alex Romanovich 32:50

Evan, it's been a great conversation. I want to thank you very much for being with us. I think it's uh, you know, we want to wish you best of luck with the query project and um would love to stay in touch with you on a regular basis. You know, what can I say? It's great to see you again. Always great to see you, but it's great to see you again. Great to see you as well, Alex. Yeah. So all the best, God bless, and um we'll talk to you soon. Thanks, Alex.