There's also Grameen in Bangladesh, the Self-employed founded by activist Ela Bhatt. 100 percent-for-purpose organizations combine the best of the for-profit. They can be organizations truly devoted while still operating sustainably. They also avoid the pitfalls constantly having to beg for money or having to put shareholder no matter the cost. This is one of my favorite. So how do you make 100 percent-for-purpose? I told you this was about salad dressing. And so, just like any good salad dressing. First ingredient: make a profit. Sounds obvious. But we know many companies who never have. And listen, this is not about. But you have to remember, if your goal you want a good business and product with steady, positive cash flow. From Australia, set out to create a from the ground up. They founded an event ticketing company called Humanitix. Not because they thought. On the contrary, because people hate ticketing platforms, with high fees, bad customer service. One of these companies with the US Justice Department. Honestly, I don't know which one is worse. People thought Adam and Josh because they built without taking one dollar. But I’m happy to say that in eight years, they're profitable close to seven million dollars. Which brings me to ingredient number two. Raise money right. You can’t give away 100 percent if you give away control to investors. Yvon Chouinard, the founder of Patagonia, declared Earth to be the company's, to great fanfare. He could only do this for over 50 years. And let me be clear. This doesn’t mean you can’t raise money. By definition, you’re trying. That makes you attractive. You can also tap into sources, grants and impact investments, for example. All of this brings me reverse the governance. People often assume that as I head up I report into the food company CEO. It's actually the opposite. When Paul died in 2008, he gifted the food company. That was heavily discouraged at the time. Congress had passed a law in 1969, making it hard for foundations in for-profit businesses to close a tax loophole. Newman's Own worked with legislators to support the passing of paving the way for this. And allowing nonprofits under the right circumstances. To align with the we keep the food company with two distinct boards. Because the governance is reversed, the food company's board. We have a common brand, but the foundation's dollars and the food company can't tell us. And unlike a number we don't have an endowment. Why? First, because Paul said, He didn't say, let's hoard it first and then just sit there, giving away the 5-percent minimum. Overall, I love being endowment-free, because our donors who buy Newman’s Own products. And we give away because children who face adversity. Fourth and final ingredient. Forget the competition. They are playing by the rules. You have to trust that being is the way to win over customers. Yes, you can't give company stock options, but you can provide your employees and a real sense of purpose. And that’s what 95 percent of college. You might not have the dollars and you can't slash your prices so low if they're willing to do that. But 66 percent of customers, say they would switch to a new product. Most importantly, remember the end game. Success is about being all in for impact and showing everyone to do business and capitalism. Imagine what we could do if 10. Or 10 percent of global companies. The last thing I'll say is this. Paul used to tell the kids with cancer to go raise a little hell. And perhaps a little hell-raising to fix this absurd world where some people and just a mile away, others have to send. I invite you all to join me. Go create, convert and work with. The world cannot wait. We can and must build organizations and in doing so, we can use in service of justice. Thank you.