Thank you, Rosman. The way I like to think about investments, as we mentioned, we have 11% market share of individuals, okay, and 8% if you consider companies, okay? Itaú is the leader in the market with more than double that we have, okay? So, -- and when you look at the different segments, if you look high net worth clients we have, I would say, about 5% to 6% in the middle, closer to the 20 that you mentioned. And if you go to the retail clients, we have 2%, okay. And the way of serving these clients in these different segments, they are completely different, okay? One easy way to think about it, if you go to high net worth clients, you have an account load of 20 in the middle, 100 to 200 at the bottom, almost 2,000, okay? So, the strategy that we have for the different segments are completely different, okay? We start at the middle of this pyramid, okay, the affluent clients. So, that's why we have 20 -- almost 20% market share, but we believe we can continue to grow here, okay? And of course, we have plans on the upper part and the lower part. The lower part, we have what we call digital-first. Here basically is how you use technology, CRM, intelligence, data to have higher account load per banker, but at the same time, giving a very good service compared to the market, okay? And the middle is more of the same and at the top we are talking about high net worth clients. So, here different from the other parts, it's more personalization, more value-added, so different strategies, and we believe we have the right path for these three different segments, okay? Completely different financials, KPIs, completely different ways of servicing costs and so on, okay? And the second part about the new business, they are -- we call them new verticals, okay? And we mentioned pension, credit, insurance, and banking basically. But we have a lot more than that, that our new verticals inside the company, okay? Our asset management is growing very rapidly. We have the FX business, we have corporate, we have many other business that we don't give a highlight for them, but they are new, okay? So, if you look the percentage of new verticals that didn't exist three years ago, now they represent 11%, okay, and growing 50% year-over-year. So, we believe we can continue this pace for a longer period of time because the penetration is still very low. If you look at insurance, for example, 1% penetration because we just launched the products, you look credit 1%, if you look account -- checking accounts, but looking the principal accounts, it's close to 1%. The product that's most penetrated is credit cards, 19%, okay? So, we have a cross-sell metric here that we look very close. Imagine that we have classified from one to seven products, okay? It's the way we look with the sales people have faced internal, [Indiscernible] and so. This number is 1.55 today. So, it's still very low because these new verticals, they are new, okay? So, in our opinion here, we have a lot room like to continue penetrate the current customers we have, okay?