.

evaluator/config/config.yaml

@@ -0,0 +1,14 @@
+node_lines:
+- node_line_name: retrieve_node_line  
+  nodes:
+    - node_type: retrieval
+      strategy:
+        metrics: [ retrieval_f1, retrieval_recall, retrieval_precision, retrieval_ndcg, retrieval_map, retrieval_mrr ]
+      top_k: 20
+      modules:
+        - module_type: bm25
+        - module_type: vectordb
+          embedding_model: [ huggingface_baai_llm_embedder, huggingface_baai_bge_large_en, huggingface_baai_bge_small_en, huggingface_baai_bge_base_en, huggingface_baai_bge_m3 ]
+        - module_type: hybrid_rrf
+        - module_type: hybrid_cc
+          normalize_method: [ mm, tmm, z, dbsf ]

evaluator/config/config_small.yaml

@@ -0,0 +1,22 @@
+node_lines:
+- node_line_name: retrieve_node_line  
+  nodes:
+    - node_type: retrieval
+      strategy:
+        metrics: [ retrieval_f1, retrieval_recall, retrieval_precision, retrieval_ndcg, retrieval_map, retrieval_mrr ]
+      top_k: 4
+      modules:
+        - module_type: bm25
+        - module_type: vectordb
+          embedding_model: [ huggingface_baai_llm_embedder, huggingface_baai_bge_large_en, huggingface_baai_bge_small_en, huggingface_baai_bge_base_en ]
+        - module_type: hybrid_rrf
+        - module_type: hybrid_cc
+          normalize_method: [ mm, tmm, z, dbsf ]
+          weight_range:
+            - (0.0, 1.0)
+            - (0.3, 0.7)
+            - (0.4, 0.6)
+            - (0.5, 0.5)
+            - (0.6, 0.4)
+            - (0.7, 0.3)
+            - (1.0, 0.0)

evaluator/data/corpus.parquet

@@ -0,0 +1,3 @@
+version https://git-lfs.github.com/spec/v1
+oid sha256:1cb9a975739ac16a461ca97fee1e60a489174a9f4a8dc1788bec5d1681b04877
+size 264477

evaluator/data/qa.parquet

@@ -0,0 +1,3 @@
+version https://git-lfs.github.com/spec/v1
+oid sha256:4958956c59d3fc01f7c22abc210d7d0c73d50491ef719158015e928fdde0b709
+size 20588

evaluator/evaluator.py

@@ -0,0 +1,89 @@
+# %%
+from dotenv import load_dotenv
+
+load_dotenv()
+
+"""
+# %%
+import pandas as pd
+
+df = pd.read_parquet(
+    "../raw_data/dale_carnegie/how_to_win_friends_and_influence_people.parquet"
+)
+df.head()
+
+# %%
+from langchain.schema import Document
+
+documents = []
+for index, row in df.iterrows():
+    doc = Document(page_content=row["text"])
+    documents.append(doc)
+
+documents
+
+# %%
+from autorag.utils import cast_corpus_dataset
+from autorag.data.corpus import langchain_documents_to_parquet
+
+corpus_df = langchain_documents_to_parquet(documents)
+corpus_df = cast_corpus_dataset(corpus_df)
+corpus_df.to_parquet("./data/corpus.parquet")
+
+
+# %%
+import nest_asyncio
+
+nest_asyncio.apply()
+
+import os
+from llama_index.llms.openai import OpenAI
+from autorag.data.qacreation import generate_qa_llama_index, make_single_content_qa
+
+llm = OpenAI(
+    api_base=os.getenv("OPENAI_BASE_URL"),
+    model="gpt-4o",
+)
+
+qa_df = make_single_content_qa(
+    corpus_df,
+    content_size=49,
+    qa_creation_func=generate_qa_llama_index,
+    llm=llm,
+    question_num_per_content=1,
+)
+qa_df.to_parquet("./data/qa.parquet")
+"""
+
+# %%
+import nest_asyncio
+
+nest_asyncio.apply()
+
+import autorag as ag
+from autorag.evaluator import Evaluator
+from llama_index.embeddings.huggingface import HuggingFaceEmbedding
+
+ag.embedding_models["huggingface_baai_llm_embedder"] = HuggingFaceEmbedding(
+    "BAAI/llm-embedder"
+)
+ag.embedding_models["huggingface_baai_bge_large_en"] = HuggingFaceEmbedding(
+    "BAAI/bge-large-en-v1.5"
+)
+ag.embedding_models["huggingface_baai_bge_base_en"] = HuggingFaceEmbedding(
+    "BAAI/bge-base-en-v1.5"
+)
+ag.embedding_models["huggingface_baai_bge_small_en"] = HuggingFaceEmbedding(
+    "BAAI/bge-small-en-v1.5"
+)
+ag.embedding_models["huggingface_baai_bge_m3"] = HuggingFaceEmbedding("BAAI/bge-m3")
+
+evaluator = Evaluator(
+    qa_data_path="./data/qa.parquet",
+    corpus_data_path="./data/corpus.parquet",
+    project_dir="./benchmark",
+)
+
+evaluator.start_trial("./config/config_small.yaml")
+
+# %%

pyproject.toml

@@ -21,6 +21,7 @@ langchain-google-genai = "^1.0.7"
 langchain-openai = "^0.1.16"
 httpx = "^0.27.0"
 langchain-experimental = "^0.0.62"
+autorag = "^0.2.10"
 
 
 [build-system]

raw_data/dale_carnegie/how_to_win_friends_and_influence_people.parquet

@@ -1,3 +1,3 @@
 version https://git-lfs.github.com/spec/v1
-oid sha256:14533f2d8937ae95d8abf31c9247bc73c75cf33f183a8b1504864acb129080cf
-size 261109
+oid sha256:2bc7dea104dc4d184fe61fa9682487d7c6eb909643615925a2dd02a3b5d50df0
+size 256062

raw_data/dale_carnegie/how_to_win_friends_and_influence_people.txt

@@ -119,5 +119,11 @@ PRINCIPLE 7 Give the other person a fine reputation to live up to.
 A bachelor friend of mine, about forty years old, became engaged, and his fiancée persuaded him to take some belated dancing lessons. “The Lord knows I needed dancing lessons,” he confessed as he told me the story, “for I danced just as I did when I first started twenty years ago. The first teacher I engaged probably told me the truth. She said I was all wrong; I would just have to forget everything and begin all over again. But that took the heart out of me. I had no incentive to go on. So I quit her. “The next teacher may have been lying, but I liked it. She said nonchalantly that my dancing was a bit old-fashioned perhaps, but the fundamentals were all right, and she assured me I wouldn’t have any trouble learning a few new steps. The first teacher had discouraged me by emphasizing my mistakes. This new teacher did the opposite. She kept praising the things I did right and minimizing my errors. ‘You have a natural sense of rhythm,’ she assured me. ‘You really are a natural-born dancer.’ Now my common sense tells me that I always have been and always will be a fourth-rate dancer; yet, deep in my heart, I still like to think that maybe she meant it. To be sure, I was paying her to say it; but why bring that up? “At any rate, I know I am a better dancer than I would have been if she hadn’t told me I had a natural sense of rhythm. That encouraged me. That gave me hope. That made me want to improve.” Tell your child, your spouse, or your employee that he or she is stupid or dumb at a certain thing, has no gift for it, and is doing it all wrong, and you have destroyed almost every incentive to try to improve. But use the opposite technique - be liberal with your encouragement, make the thing seem easy to do, let the other person know that you have faith in his ability to do it, that he has an undeveloped flair for it - and he will practice until the dawn comes in the window in order to excel. Lowell Thomas, a superb artist in human relations, used this technique, He gave you confidence, inspired you with courage and faith. For example, I spent a weekend with Mr. and Mrs. Thomas; and on Saturday night, I was asked to sit in on a friendly bridge game before a roaring fire. Bridge? Oh, no! No! No! Not me. I knew nothing about it. The game had always been a black mystery to me, No! No! Impossible! “Why, Dale, it is no trick at all,” Lowell replied. “There is nothing to bridge except memory and judgment. You’ve written articles on memory. Bridge will be a cinch for you. It’s right up your alley.” And presto, almost before I realized what I was doing, I found myself for the first time at a bridge table. All because I was told I had a natural flair for it and the game was made to seem easy. Speaking of bridge reminds me of Ely Culbertson, whose books on bridge have been translated into a dozen languages and have sold more than a million copies. Yet he told me he never would have made a profession out of the game if a certain young woman hadn’t assured him he had a flair for it. When he came to America in 1922, he tried to get a job teaching in philosophy and sociology, but he couldn’t. Then he tried selling coal, and he failed at that Then he tried selling coffee, and he failed at that, too. He had played some bridge, but it had never occurred to him in those days that someday he would teach it. He was not only a poor card player, but he was also very stubborn. He asked so many questions and held so many post-mortem examinations that no one wanted to play with him. Then he met a pretty bridge teacher, Josephine Dillon, fell in love and married her. She noticed how carefully he analyzed his cards and persuaded him that he was a potential genius at the card table. It was that encouragement and that alone, Culbertson told me, that caused him to make a profession of bridge. Clarence M. Jones, one of the instructors of our course in Cincinnati, Ohio, told how encouragement and making faults seem easy to correct completely changed the life of his son. “In 1970 my son David, who was then fifteen years old, came to live with me in Cincinnati. He had led a rough life. In 1958 his head was cut open in a car accident, leaving a very bad scar on his forehead. In 1960 his mother and I were divorced and he moved to Dallas, Texas, with his mother. Until he was fifteen he had spent most of his school years in special classes for slow learners in the Dallas school system. Possibly because of the scar, school administrators had decided he was brain-injured and could not function at a normal level. He was two years behind his age group, so he was only in the seventh grade. Yet he did not know his multiplication tables, added on his fingers and could barely read. “There was one positive point. He loved to work on radio and TV sets. He wanted to become a TV technician. I encouraged this and pointed out that he needed math to qualify for the training. I decided to help him become proficient in this subject. We obtained four sets of flash cards: multiplication, division, addition and subtraction. As we went through the cards, we put the correct answers in a discard stack. When David missed one, I gave him the correct answer and then put the card in the repeat stack until there were no cards left. I made a big deal out of each card he got right, particularly if he had missed it previously. Each night we would go through the repeat stack until there were no cards left. Each night we timed the exercise with a stop watch. I promised him that when he could get all the cards correct in eight minutes with no incorrect answers, we would quit doing it every night. This seemed an impossible goal to David. The first night it took 52 minutes, the second night, 48, then 45, 44, 41 then under 40 minutes. We celebrated each reduction. I’d call in my wife, and we would both hug him and we’d all dance a jig. At the end of the month he was doing all the cards perfectly in less than eight minutes. When he made a small improvement he would ask to do it again. He had made the fantastic discovery that learning was easy and fun. “Naturally his grades in algebra took a jump. It is amazing how much easier algebra is when you can multiply. He astonished himself by bringing home a B in math. That had never happened before. Other changes came with almost unbelievable rapidity. His reading improved rapidly, and he began to use his natural talents in drawing. Later in the school year his science teacher assigned him to develop an exhibit. He chose to develop a highly complex series of models to demonstrate the effect of levers. It required skill not only in drawing and model making but in applied mathematics. The exhibit took first prize in his school’s science fair and was entered in the city competition and won third prize for the entire city of Cincinnati. “That did it. Here was a kid who had flunked two grades, who had been told he was ‘brain-damaged,’ who had been called ‘Frankenstein’ by his classmates and told his brains must have leaked out of the cut on his head. Suddenly he discovered he could really learn and accomplish things. The result? From the last quarter of the eighth grade all the way through high school, he never failed to make the honor roll; in high school he was elected to the national honor society. Once he found learning was easy, his whole life changed.” If you want to help others to improve, remember . . .  
 PRINCIPLE 8 Use encouragement. Make the fault seem easy to correct. 
 ## MAKING PEOPLE GLAD TO DO WHAT YOU WANT 
-Back in 1915, America was aghast. For more than a year, the nations of Europe had been slaughtering one another on a scale never before dreamed of in all the bloody annals of mankind. Could peace be brought about? No one knew. But Woodrow Wilson was determined to try. He would send a personal representative, a peace emissary, to counsel with the warlords of Europe. William Jennings Bryan, secretary of state, Bryan, the peace advocate, longed to go. He saw a chance to perform a great service and make his name immortal. But Wilson appointed another man, his intimate friend and advisor Colonel Edward M. House; and it was House’s thorny task to break the unwelcome news to Bryan without giving him offense. “Bryan was distinctly disappointed when he heard I was to go to Europe as the peace emissary,” Colonel House records in his diary. “He said he had planned to do this himself . . . "I replied that the President thought it would be unwise for anyone to do this officially, and that his going would attract a great deal of attention and people would wonder why he was there. . . ." You see the intimation? House practically told Bryan that he was too important for the job - and Bryan was satisfied. Colonel House, adroit, experienced in the ways of the world, was following one of the important rules of human relations: Always make the other person happy about doing the thing you suggest. Woodrow Wilson followed that policy even when inviting William Gibbs McAdoo to become a member of his cabinet. That was the highest honor he could confer upon anyone, and yet Wilson extended the invitation in such a way as to make McAdoo feel doubly important. Here is the story in McAdoo's own words: “He [Wilson] said that he was making up his cabinet and that he would be very glad if I would accept a place in it as Secretary of the Treasury. He had a delightful way of putting things; he created the impression that by accepting this great honor I would be doing him a favor.” Unfortunately, Wilson didn’t always employ such taut. If he had, history might have been different. For example, Wilson didn’t make the Senate and the Republican Party happy by entering the United States in the League of Nations. Wilson refused to take such prominent Republican leaders as Elihu Root or Charles Evans Hughes or Henry Cabot Lodge to the peace conference with him. Instead, he took along unknown men from his own party. He snubbed the Republicans, refused to let them feel that the League was their idea as well as his, refused to let them have a finger in the pie; and, as a result of this crude handling of human relations, wrecked his own career, ruined his health, shortened his life, caused America to stay out of the League, and altered the history of the world. Statesmen and diplomats aren’t the only ones who use this make-a-person-happy-yo-do-things-you-want-them-to- do approach. Dale O. Ferrier of Fort Wayne, Indiana, told how he encouraged one of his young children to willingly do the chore he was assigned. “One of Jeff’s chores was to pick up pears from under the pear tree so the person who was mowing underneath wouldn’t have to stop to pick them up. He didn’t like this chore, and frequently it was either not done at all or it was done so poorly that the mower had to stop and pick up several pears that he had missed. Rather than have an eyeball-to-eyeball confrontation about it, one day I said to him: ‘Jeff, I’ll make a deal with you. For every bushel basket full of pears you pick up, I’ll pay you one dollar. But after you are finished, for every pear I find left in the yard, I’ll take away a dollar. How does that sound?’ As you would expect, he not only picked up all of the pears, but I had to keep an eye on him to see that he didn’t pull a few off the trees to fill up some of the baskets.” I knew a man who had to refuse many invitations to speak, invitations extended by friends, invitations coming from people to whom he was obligated; and yet he did it so adroitly that the other person was at least contented with his refusal. How did he do it? Not by merely talking about the fact that he was too busy and too-this and too-that. No, after expressing his appreciation of the invitation and regretting his inability to accept it, he suggested a substitute speaker. In other words, he didn’t give the other person any time to feel unhappy about the refusal, He immediately changed the other person’s thoughts to some other speaker who could accept the invitation. Gunter Schmidt, who took our course in West Germany, told of an employee in the food store he managed who was negligent about putting the proper price tags on the shelves where the items were displayed. This caused confusion and customer complaints. Reminders, admonitions, confrontations, with her about this did not do much good. Finally, Mr. Schmidt called her into his office and told her he was appointing her Supervisor of Price Tag Posting for the entire store and she would be responsible for keeping all of the shelves properly tagged. This new responsibility and title changed her attitude completely, and she fulfiled her duties satisfactorily from then on. Childish? Perhaps. But that is what they said to Napoleon when he created the Legion of Honor and distributed 15,000 crosses to his soldiers and made eighteen of his generals “Marshals of France” and called his troops the “Grand Army.” Napoleon was criticized for giving “toys” to war-hardened veterans, and Napoleon replied, “Men are ruled by toys.” This technique of giving titles and authority worked for Napoleon and it will work for you. For example, a friend of mine, Mrs. Ernest Gent of Scarsdale, New York, was troubled by boys running across and destroying her lawn. She tried criticism. She tried coaxing. Neither worked. Then she tried giving the worst sinner in the gang a title and a feeling of authority. She made him her “detective” and put him in charge of keeping all trespassers off her lawn. That solved her problem. Her “detective” built a bonfire in the backyard, heated an iron red hot, and threatened to brand any boy who stepped on the lawn. The effective leader should keep the following guidelines in mind when it is necessary to change attitudes or behavior: 1. Be sincere. Do not promise anything that you cannot deliver. Forget about the benefits to yourself and concentrate on the benefits to the other person. 2. Know exactly what it is you want the other person to do. 3. Be empathetic. Ask yourself what is it the other person really wants. 4. Consider the benefits that person will receive from doing what you suggest. 5. Match those benefits to the other person’s wants. 6. When you make your request, put it in a form that will convey to the other person the idea that he personally will benefit. We could give a curt order like this: " John, we have customers coming in tomorrow and I need the stockroom cleaned out. So sweep it out, put the stock in neat piles on the shelves and polish the counter.” Or we could express the same idea by showing John the benefits he will get from doing the task: “John, we have a job that should be completed right away. If it is done now, we won’t be faced with it later. I am bringing some customers in tomorrow to show our facilities. I would like to show them the stockroom, but it is in poor shape. If you could sweep it out, put the stock in neat piles on the shelves, and polish the counter, it would make us look efficient and you will have done your part to provide a good company image.” Will John be happy about doing what you suggest? Probably not very happy, but happier than if you had not pointed out the benefits. Assuming you know that John has pride in the way his stockroom looks and is interested in contributing to the company image, he will be more likely to be cooperative. It also will have been pointed out to John that the job would have to be done eventually and by doing it now, he won’t be faced with it later. It is naïve to believe you will always get a favorable reaction from other persons when you use these approaches, but the experience of most people shows that you are more likely to change attitudes this way than by not using these principles - and if you increase your successes by even a mere 10 percent, you have become 10 percent more effective as a leader than you were before - and that is your benefit. People are more likely to do what you would like them to do when you use . . .  
+Back in 1915, America was aghast. For more than a year, the nations of Europe had been slaughtering one another on a scale never before dreamed of in all the bloody annals of mankind. Could peace be brought about? No one knew. But Woodrow Wilson was determined to try. He would send a personal representative, a peace emissary, to counsel with the warlords of Europe. William Jennings Bryan, secretary of state, Bryan, the peace advocate, longed to go. He saw a chance to perform a great service and make his name immortal. But Wilson appointed another man, his intimate friend and advisor Colonel Edward M. House; and it was House’s thorny task to break the unwelcome news to Bryan without giving him offense. 
+
+“Bryan was distinctly disappointed when he heard I was to go to Europe as the peace emissary,” Colonel House records in his diary. “He said he had planned to do this himself . . .
+
+"I replied that the President thought it would be unwise for anyone to do this officially, and that his going would attract a great deal of attention and people would wonder why he was there. . . ."
+ 
+You see the intimation? House practically told Bryan that he was too important for the job - and Bryan was satisfied. Colonel House, adroit, experienced in the ways of the world, was following one of the important rules of human relations: Always make the other person happy about doing the thing you suggest. Woodrow Wilson followed that policy even when inviting William Gibbs McAdoo to become a member of his cabinet. That was the highest honor he could confer upon anyone, and yet Wilson extended the invitation in such a way as to make McAdoo feel doubly important. Here is the story in McAdoo's own words: “He [Wilson] said that he was making up his cabinet and that he would be very glad if I would accept a place in it as Secretary of the Treasury. He had a delightful way of putting things; he created the impression that by accepting this great honor I would be doing him a favor.” Unfortunately, Wilson didn’t always employ such taut. If he had, history might have been different. For example, Wilson didn’t make the Senate and the Republican Party happy by entering the United States in the League of Nations. Wilson refused to take such prominent Republican leaders as Elihu Root or Charles Evans Hughes or Henry Cabot Lodge to the peace conference with him. Instead, he took along unknown men from his own party. He snubbed the Republicans, refused to let them feel that the League was their idea as well as his, refused to let them have a finger in the pie; and, as a result of this crude handling of human relations, wrecked his own career, ruined his health, shortened his life, caused America to stay out of the League, and altered the history of the world. Statesmen and diplomats aren’t the only ones who use this make-a-person-happy-yo-do-things-you-want-them-to- do approach. Dale O. Ferrier of Fort Wayne, Indiana, told how he encouraged one of his young children to willingly do the chore he was assigned. “One of Jeff’s chores was to pick up pears from under the pear tree so the person who was mowing underneath wouldn’t have to stop to pick them up. He didn’t like this chore, and frequently it was either not done at all or it was done so poorly that the mower had to stop and pick up several pears that he had missed. Rather than have an eyeball-to-eyeball confrontation about it, one day I said to him: ‘Jeff, I’ll make a deal with you. For every bushel basket full of pears you pick up, I’ll pay you one dollar. But after you are finished, for every pear I find left in the yard, I’ll take away a dollar. How does that sound?’ As you would expect, he not only picked up all of the pears, but I had to keep an eye on him to see that he didn’t pull a few off the trees to fill up some of the baskets.” I knew a man who had to refuse many invitations to speak, invitations extended by friends, invitations coming from people to whom he was obligated; and yet he did it so adroitly that the other person was at least contented with his refusal. How did he do it? Not by merely talking about the fact that he was too busy and too-this and too-that. No, after expressing his appreciation of the invitation and regretting his inability to accept it, he suggested a substitute speaker. In other words, he didn’t give the other person any time to feel unhappy about the refusal, He immediately changed the other person’s thoughts to some other speaker who could accept the invitation. Gunter Schmidt, who took our course in West Germany, told of an employee in the food store he managed who was negligent about putting the proper price tags on the shelves where the items were displayed. This caused confusion and customer complaints. Reminders, admonitions, confrontations, with her about this did not do much good. Finally, Mr. Schmidt called her into his office and told her he was appointing her Supervisor of Price Tag Posting for the entire store and she would be responsible for keeping all of the shelves properly tagged. This new responsibility and title changed her attitude completely, and she fulfiled her duties satisfactorily from then on. Childish? Perhaps. But that is what they said to Napoleon when he created the Legion of Honor and distributed 15,000 crosses to his soldiers and made eighteen of his generals “Marshals of France” and called his troops the “Grand Army.” Napoleon was criticized for giving “toys” to war-hardened veterans, and Napoleon replied, “Men are ruled by toys.” This technique of giving titles and authority worked for Napoleon and it will work for you. For example, a friend of mine, Mrs. Ernest Gent of Scarsdale, New York, was troubled by boys running across and destroying her lawn. She tried criticism. She tried coaxing. Neither worked. Then she tried giving the worst sinner in the gang a title and a feeling of authority. She made him her “detective” and put him in charge of keeping all trespassers off her lawn. That solved her problem. Her “detective” built a bonfire in the backyard, heated an iron red hot, and threatened to brand any boy who stepped on the lawn. The effective leader should keep the following guidelines in mind when it is necessary to change attitudes or behavior: 1. Be sincere. Do not promise anything that you cannot deliver. Forget about the benefits to yourself and concentrate on the benefits to the other person. 2. Know exactly what it is you want the other person to do. 3. Be empathetic. Ask yourself what is it the other person really wants. 4. Consider the benefits that person will receive from doing what you suggest. 5. Match those benefits to the other person’s wants. 6. When you make your request, put it in a form that will convey to the other person the idea that he personally will benefit. We could give a curt order like this: " John, we have customers coming in tomorrow and I need the stockroom cleaned out. So sweep it out, put the stock in neat piles on the shelves and polish the counter.” Or we could express the same idea by showing John the benefits he will get from doing the task: “John, we have a job that should be completed right away. If it is done now, we won’t be faced with it later. I am bringing some customers in tomorrow to show our facilities. I would like to show them the stockroom, but it is in poor shape. If you could sweep it out, put the stock in neat piles on the shelves, and polish the counter, it would make us look efficient and you will have done your part to provide a good company image.” Will John be happy about doing what you suggest? Probably not very happy, but happier than if you had not pointed out the benefits. Assuming you know that John has pride in the way his stockroom looks and is interested in contributing to the company image, he will be more likely to be cooperative. It also will have been pointed out to John that the job would have to be done eventually and by doing it now, he won’t be faced with it later. It is naïve to believe you will always get a favorable reaction from other persons when you use these approaches, but the experience of most people shows that you are more likely to change attitudes this way than by not using these principles - and if you increase your successes by even a mere 10 percent, you have become 10 percent more effective as a leader than you were before - and that is your benefit. People are more likely to do what you would like them to do when you use . . .  
 PRINCIPLE 9 Make the other person happy about doing the thing you suggest.