Yeah, actually. So that was that's another change over over time. I remember in the earliest days of placing adults in the workforce, when we were working with somebody who really was hiring because it felt right or because it's the right thing to do. We would we would accommodate? And we would say, oh, yeah, absolutely, John is going to be great, he's gonna he's gonna be a great employee. That's not the right reason to do this, you know, in 2023, conversations around diversity, inclusion, equity, belonging, accessibility, you know, there, every corporation in America has a department or a business resource group or, you know, a new focus on ensuring everybody can be included. So it's just taken a little while longer for them to realize that people with IDD should be included in that as well. But the to your comment about it making business sense. You know, most adults with IDD are looking for repetitive task work, or what the rest of the world would look at as kind of like entry level work, right? These are jobs that are for the common American is something that you really only hope to have for six months, nine months, and then you're going to take whatever promotion you can get, or you're going to just leave for more money someplace else, which means they're incredibly high turnover roles. When our guys are accepted into a job, they don't leave, like they just they want to do that job forever, because they've been given the opportunity. And they're on. They're on a team and it means something to them. So if anything, we have to coach them on how to ask for a raise, we have to coach them on how to look for other jobs in the business. I mean, they're they're just unapologetically loyal to the company for giving them the chance to work. So could you imagine having a doing this well and finding roles and every department that brings on somebody with IDD and or multiple people in each department, and they stay For three years, five years, seven years, 10 years, the cost savings, right from the business and standpoint of not having to replace those positions and having really efficient and effective talent and those roles. Yeah, that's a really, really good game plan, and companies are finally starting to figure it out. So it's not, you know, it used to just be the local grocery store. Or, you know, maybe the library had somebody that was kind of walking around saying, Hi, now it's banks. And, you know, Microsoft, Google, Apple. Amazon now has an autism program, SAP IE, why JPMorgan Chase, like these companies have figured out, oh, crap, we need to do this. Because it's actually, you know, we're moving from it being the right thing to do to being competitive advantage. And I absolutely love that transition. Because they could, they could not be farther apart from each other. But really, companies are looking at it going, Oh, my gosh, if we could hire someone like John, and put them in each department, but each one of our locations, and we never have to re staff from them, they can they can crunch those numbers, and saves a ton of time. Now let's get to the cultural side of it. And it's going to feel amazing. And you're going to have a wonderful human being on your team and their co workers like, that's, that should be, that should be the beautiful byproduct, we shouldn't start with well, we want to hire John, because we think we're all going to feel better about ourselves if he works here. And then maybe he does a good job. Now we want to place our adults in good work, we want to make sure they're trained. And we want to make sure it makes business sense for the company. And then we'll feel good about the fact that everybody's happy. And they're like, Wow, we've never worked with someone like John before. He just, he's just so wonderful to be around. Yeah, that's the byproduct of bringing these guys into the workforce.