I mean, I would be lying if I said that knew what we were doing from the beginning, lots of trial and error. But what I would say what we learned quickly, in our experience is that, first of all, if you don't deliver great work, none of that matters. But when you can deliver great work, then you can start making certain I don't use word demands, because we're not necessarily the mass like these, this is the criteria to work with us. And in the beginnings when you don't have that leverage. It was honestly like, a lot of it is feeling out, of course, getting the clients that you can tell like, okay, these are some things. What I will say that we do, we always that pitch I just gave you, which I hate calling it a pitch because it really is more than the pitch to us. It really is what we live in Britain has been the pitch since 2015. From chump, I even elaborate further, if you were the actual client I was I will go I will go further and say, and so in Java, as Steve and I started the company, yes, we wanted to for thinking award winning design, but equally important to us is that we want to build a practice that we aspire to change the industry. And what that means is that in order to create these diverse spaces to ask from a team with diverse perspectives, our industry, as you know, well, 2% black at that time, 17% women, I think it might be 20% now, but still, unfortunately too, though, and that is plagued by high turnover, lack of upward mobility. And I will even go further and say, you know, in our industry, people will say, the reason why is that we have a recruitment problem. And you'll hear a lot of talk now around like, we gotta go focus on the schools in high school, when you get too excited. It's like, that's not the real problem. The real problem is that industry is not financially stable, and does not give people an opportunity to come in and be successful. Yes, right. Yes. So people can enter architecture, but they don't stay. And we lose a lot of talented, brilliant people to other industries. And so, for us, we wanted to create a better business model, like the name of Delos Novus, isn't it for the new model, because it's something that we're chasing after, right as our ethos. And so fast forward, the team we have now just under 30, full time, as diverse as New York City 50%, women all represent across every level of seniority. Our pay starts at 10%, above the AIA and ye average for their experience level. We do not hire a fire for project we've never done a layoff not even during the pandemic, and something that we've been very proud of is that believe the industry average and architectures close to 15% turnover per year, we're at three, we have like almost most of the people who are here had been with us since they started with us, some of them going back all nine years. And that's something we're very proud of, because you want to give people a place where they can come in, be successful as architects and show them that there's an opportunity to again, have upward mobility, that's the only way that you're gonna be able to create diverse teams. And hence the only way you're gonna be able to truly create diverse perspectives like I had, I was talking to somebody and I said, you cannot authentically create welcoming, inclusive spaces if your team does not have those diverse perspectives. And I know I'm preaching to the choir, but our industry is just plagued by sa homogeneity of like, you know, bass, both like socially, but also economically, like the people who are and therefore you have, you hear the same perspectives, the same references, the same inspirations. And I talked, I did a keynote for the AAA Leadership Summit at the end of February. And one of the lines that I shared was something that I thought it was important for us to acknowledge which is that in America, our public spaces whether Are they are institutions, establishments, parks, neighborhoods are not welcoming or exclusive. And a large part of it is because they're not being designed by teams with diverse perspectives. And I think that is a conversation that people don't want to talk about. And I think there's a lot of something that I, I talk a lot about here. And then but with the larger team, we always ask ourselves and building the new model. Everybody has a startup, instead of working on building this new model, is, we have this concept that we call identifying the work at the center, you need you take a whiteboard, draw the problems. The main problem, at the center of this whiteboard, the work had said is the one thing that if you can fix this problem, or make progress towards fixing it, you'll actually make the progress like everything else. Yeah, exactly. And so here, we always ask ourselves, like, what's the work, then we need to focus on the fact to me, the fact that here in our industry, more people talk about the lack of diversity, but tying it also to, we are not being responsible, but how we hire and creating business practices that allow people to enter and stay and be successful. To me is work avoid this, right? Like, that's the thing where it's like, right now, and I hear people say, Oh, it's a recruitment issue. And that's ticking the candle that's workable, it's like, we really need to ask ourselves, like, how is it that we can fix the business, and architects will say, like, I'm not a business person. I'm an architect. That's like, how you mean, but then