compensate the lower return on financial margins with the market throughout the year with financial margins with clients that, that takes a little bit of time. Uh, but then again, uh, as I mentioned, with the Fogarty loans that we put forward that we have a good guarantee. And I think that we were able to put forward a good portfolio on SMEs. Uh, the level of portability that we have for our deposits. If you take a look at deposits year over year, at retail, we rose almost 70% our current account deposits. Uh, so those operational trends they are, they are quite good. But then again, I think that what we are going to see on the first semester of the year is, is more a market dominant, uh, return. And what we are going to see on the second semester is more a client dominated return. I think I like better the second one because it's more sustainable throughout time. Even though if you take a look at the results that we have in Treasury for the last few years, they're quite good and sustainable. So I think that for, for… to achieve the level of returns that we are, that we, we are talking about for this year, probably it's going to be more concentrated on second semester in terms of the growth of the portfolio to the mid single digits that we have talked about within the guidance. If you take our guidance and you, you put it forward, probably you will arrive in the return that we are talking about. That's perfect. Super clear. Thank you very much. Thank you, George. There are no further questions. Claudia, please go ahead. Hello. We have two questions from the console that we will answer now. So the first question coming from Florencia Stefani, with Lara <unk>. Florencia says, Hi, Gabriel, could you give us some guidance about the net income for this year and the evolution in coming years? Okay. I think it is similar to, to the discussion that we had on the previous answers. But I think it gave, it gives me the opportunity of making, making something clear. Uh, I don't think that we are, are, are saying that we do believe that for the Chilean operation, even for the consolidated return of 20 plus something percent, it's something that it's sustainable taking a look at the future of the bank. In the same way, I think it's reasonable to say that the results that we went through on the last few years, giving all the adjustments that we needed to do in the portfolio, do not fully represent the potential value that we have for the bank. So I think it's, it's important to take a look at the balance of both things, because it's easy to somehow discontract the results that we are having this quarter, but it's also important to take a look at the context of the results that we have in the past. Uh, seeing the big picture, as we always mention, I think for the Chilean operation, we can clearly see a result sustainable between 15 and 16% of return on tangible equity. Uh, it's true that we have… <inaudible> the Colombia operation. As I mentioned also before, we think that the Colombian operation is at least two years behind what we did in Chile. I still think it's possible for the Colombia operation to converge to a return on tangible equity around 12%, which is the cost of equity that we assign to Colombia. And given that, the dilution, especially because we have less than around 20% of the assets on the Colombia operation will be less than 2% on the overall picture. Uh, I think it's important to see through the cycle in the same way that we were optimistic taking a look at the future. When we did all the adjustments that was necessary for the bank during the pandemic and before the pandemic mainly on the cost of credit, I think it's impossible, I think it's possible and reasonable to have the same expectation that we have right now. So I do feel that we have a strong asset. I do feel that it's possible to achieve the results that we're seeing. And I do feel that the transformation process that we are going through, uh, will give strong base for this bank to continue to grow and maintain those, those levels for all their future. Thank you, Gabriel. We have one last question today coming from Philippe Torres <unk>. Philippe says, Thanks for the presentation. Could you gi- could you give us some guidance regarding low growth, cause of risk, mean and net income regarding the Colombian operation? Hi, Philippe. Uh, we do not disclose, uh, guidance for the Colombian operation because we are still stabilizing the operation, uh, as we mentioned before. Uh, it's hard for us to come up with some numbers for, for Colombia given all the volatility that the bank has, uh, and also the volatility of the market. Having said that, uh, I think that the Colombian operation is experiencing the same effects that we saw in Chile, that all the work that has, that was done throughout, uh, the past few years, uh, are generating results. So in terms of the credit losses that we have, uh, it's much more stable, given all the, the, the provisions that we did last year and the years before that as well. When I take a look at, uh, expenses, we were able to grow expenses less than inflation and less than the market. Uh, so those are two comments for cost of credit and also for expenses. I think that the main volatility that we have is for, for income. I think that we, we had a portfolio that, uh, didn't perform in terms of the commercial performance as we would like. Uh, then again, I think that, that works in our favor, in this moment that I think that the relationship between risk and return is more opaque during the pandemic. So we didn't grow 25% the, the commercial portfolio as we saw some banks growing in Colombia in 2019. I think that that went in our favor. And we also went out of some portfolios that we thought had higher risk. So we were able to adjust the bank in terms of, of its balance sheet, uh, in terms of its operational value, and now we have to construct over this. Uh, as we mentioned, we are thinking about how to better tackle this. Uh, probably the strategy that we had, which was a strategy based on, on being a universal bank for all segments in Colombia, uh, is a strategy that it's very difficult to implement given the scale that we have, uh, and we would like more to focus on our operation in some specific segments. Having said that, I think that's something that we can discuss a few months in the future as we work out the plan that we have. This was our last question, Gabriel. So I think that's <crosstalk>- Fantastic.