Yeah. So it's quite a lot to unpack. And Christian, maybe I'll start with the, you know, how it how it happened? I think, also, how do we, how do we mark it. So I think, you know, for us, like any architects, I think you're only as good as your last job. So we certainly put, you know, put a lot of effort into our projects, I think maybe what we do incredibly well, is that we understand the power of imagery. And what I mean by that is the sort of cataloguing and photographic content of our of our projects, and, and obviously, how we put that out into the world in a very specific and curated way, we very meticulous about the way in which our work is, is presented. And that's really at the core of our marketing, you know, we have a quite a big department that we, that we refer to as our media department that that spends a lot of time sort of placing that imagery. And, and we do, and we do talk and do action, you know, some broader overall strategies, but we don't, aren't doing necessarily kind of cold calling. It's really, we understand the power of that imagery. How do we put that in the hands of someone who, you know, the decision maker? And how do we get that seen? And, you know, I was joking a little bit about the Pinterest studio. But, you know, that's really how our first project in in Miami happened is, you know, one of our clients girlfriend sort of had a Pinterest page full of images and someone find, and we answered well, and we spoke good English, and we, you know, very systematized in the way that we work and, you know, again, the curation and that sort of outward perception of us, I think, immediately we overcome a lot of the hurdles of you know, who are these guys? What is Cape Town? You know, do they have electricity there? Well, that's, that's a touchy subject, because at the moment, that's a sensitive issue, but but you get what I mean, it's like, if people, it's quite a leap of faith for people to kind of make that make that leap. You know, of course, I think the next the next phase of that, which is obviously our clientele, and I think we ready, and that's, that's kind of unique, I think, in business, in terms of architecture is that we are able, where you are forced to create quite deeply personal relationships with a lot of your, your clients, and, you know, talking about the way they live, it's not a, it's not a two week transaction, or a six month deal, it's kind of could be, you know, five, six, you know, event, a five, six year event that you kind of need to work through and overcome hurdles together. And, you know, if you come at the end of the other side, in a good place, which, you know, we do our best to do, you know, that relationship counts for a top for a lot. And certainly, if you are dealing with a sort of higher power person who's got high powered friends, and if that person is willing to put stick his neck out and introduce you, I think that that carries a lot of weight. So we, we certainly recognize, we certainly recognize that. So that that's, that's really kind of, you know, fundamental, to the, to the what we do from a kind of, I guess, a business development point of view, but it's not strictly that, because that's, that's kind of the core of it. Yeah, I think, I think the second part of your question in terms of the, the international aspect is, you know, touched on the ambition aspect of it, you know, Cape Town in South Africa, our home and we think there's no city quite like Cape Town in the world, but it is a tiny little city and to kind of fulfill our ambitions and kind of hopes and potential in terms of what I think we can actually deliver as a practice. It's simply not big enough, I mean, in South Africa, they are two other principal cities, which which generate some, some some work, but even even sort of tapping into those, it wasn't enough. So, that was that was kind of part of the push, I guess, in terms of being able to, to operate in a Moore's kind of global global sense. And the other thing from a purely pragmatic business point of view is the the the currency and you know, this stuff African rand. And the benefit of at the cost of living in Cape Town is probably more affordable for the quality of life that you get, you know, anywhere in the world. I think that backed up with the fact that we have access to quite, very talented people who come out of great architecture schools and are very good at what they do. Our service offering to an international level is very appealing. And of course, for us as a business to be able to, to kind of leverage foreign currency is also it was also a great benefit to us. And something that we had we tried to do, I think we didn't know all of those going in. And you know, I think we've learned a lot of it as we as we've kind of gone through it. So those are, obviously, at some point, you realize, hey, we're doing this. And wow, this is actually the potential and so maybe we need to put more into that. And so that, so that was important, that was important to us, then then I think, you know, what I think are we also understanding what our core offering is, in terms of us, compared to others, as I think is our is our design skills? And with this international work linked to your question about how do you evaluate a code that you don't know, in a foreign currency? And how do you navigate, you know, all of those hurdles, and the distance and you know, all of those things, as we also recognize, working on our local work here, that doing kind of full service offering in South Africa is quite an extreme example, because as we've kind of learned, we've now engaging in these foreign markets is for us to do a full service offering here and in locally, a lot falls on the architect's plate, and you just get absolutely murdered on your fees in that final phase of kind of site observation or construction administration, as we, as we call it here. So as a, as a business, we also recognize that, you know, we were just, you know, all the great work we had done up until that point, just basically left the door, because you're beholden to every delay beholden to every setback. And we've also learned, you know, engaging these foreign markets, you know, a lot of a lot of international model is that, you know, that service is offered as an hourly rate, which is a good model, because at least you insulated somewhat, but we strategically also wanted to maybe recognizing that we didn't have boots on the ground in these foreign markets, that that was actually something as a business that we wanted to move away from somewhat and rather focus on the design. And so we've really built a business model around those parameters of where we we focus on that kind of qualifies 50% of a of an Arctic scope, in what's in the South African terms is deemed design development. And then we team up with a local practice. So the client will appoint a local practice, who would, who would oversee the permitting, because obviously, we can't have licenses for every city that we're working in. And then they would also oversee the kind of construction phases of the project. And it's been actually, you know, lots of questions about how do you manage those egos around the table? How does it work practically? And it's not a it's not a standoff relationship. You know, we we really work very well and closely with those local architects, and we really appreciate what they what they do. So it's become a really interesting aspect of what we do. And I mean, I've made wonderful friends with a lot of those architects in that position. And I think as long as the understanding of what you're each bringing to the table is clearly understood and defined. It's a it's a really, it's actually a really powerful relationship. So I think, you know, we never we, and I've also touched on our systems. And I think when we watch you do and 97% of our work is this international model these days, and you know, when, when all of that work is not local to where you are. We have learned early on what are the right questions to ask, we will never go into a foreign place and pretend to understand, you know, how it works or what it works, but evaluating a kind of zoning code. Every zoning code in the world is obsessed with the same things and you know, what to ask Carlos Hyde calculated, how setbacks, what's the basement, definite, you know, all of that, what are the key points, so that stuff's actually pretty, that stuff's pretty easy. I think some of the learning has been in in some of the construction systems and things you know, particularly like in the US, for example, you know, Miami has to contend with Hurricane so that's a very kind of concrete focus construction, right, which we, which we are accustomed to here, whereas on the West Coast, it's all about the seismic so it's about the weight and then it becomes lightweight so so that that those sorts of things are more complex to to navigate. But I think with time and with experience we've we've learned And then of course, we, you know, we, we've got support around the table in terms of these local local experts who we were able to kind of ask those questions