it's a bit of all of that. It's, it's, really is a bit of all of that. You know, we set the strategy for the firm that we wanted to grow, but we know we don't want to be 1000 people. We're not interested in being that. We're, you know, we're, we're targeting somewhere in the next, you know. Five to 10 years to be around 200 people. So we find that growing, you know, we can grow organically, we can hire locally, but to be truly successful, we need to grow in large chunks and and finding like minded individuals is generally a game whereby I like to, I've heard somebody refer to it as you've got a date 10 frogs before you find a prince. So you can, you can, we've, we've, you know, we've talked to firms up and down the East Coast. We've talked to firms in Chicago, North Carolina, other firms just trying to find that cultural alignment that fit, you know, and generally, the firms that we acquire ones that want to grow themselves, and they want to have a bigger exposure, a bigger footprint, and they do that maybe because they don't have as robust a transition plan, but they want the best for their own employees. So when that kind of shines through it, it really is attractive to us. We have a company that helps us identify companies that are interested in growing, and if they share, you know, they share the values that FCA has. It's a lot of conversations, it's a lot of transition meetings, it's a lot of alignment to make sure everybody feels like we're not acquiring. We don't use the word acquisition. It's not something that we, you know, we, we the company that we've, we've just teamed with in Connecticut to form our New Haven office. We're, they're still going to retain their name, but they're just going to be called an FCA company, and, you know, that's because of the reputational design industry. That's who they're known for. And we're going to expand upon their portfolio, reach and expertise. Ah,