the percentage is the of your total AR, how much of your total accounts receivable is late. Yep, there you go. And by late and by late, we're defining it as over 30 days. Okay, so if you're above 25% of your total AR is late, this is urgent emergency problem we need to get we need to get addressed and you're not allowed to leave the classroom, you've got to keep coming to it week after week until you have reduced those numbers. And we've had some extraordinary kind of stories of success. And I think people find it really, really empowering, it's not uncommon that, you know, people will come back. And they'll just be like, I've never had that kind of conversation with a client. And we had one client recently, I think that down in, in Washington, or somewhere on the East Coast, somewhere down south and east coast. And they were owed $70,000. And they hadn't done anything about it for weeks and weeks. And they were worried they didn't want to upset the client, they'd sent an email, the email had been ignored. They've maybe made some tentative phone calls. And it was like, right, okay, you need to eat, go and get the money. And so we actually practice some of the conversations that they might have, with the with the developer, we always train people to have these conversations you don't need to be it doesn't need to be massively confrontational. But it does mean that you don't leave the conversation until there's a very clear agreement in place, ie, a date, and a time of when the money is going to hit my bank account. Okay, or if at the very, very worst scenario, that you've got a date and a time for the next conversation. And and that next conversation, they'll be able to put into place, a commitment of a date and a time for when their money is going to hit your bank. Okay, so each client, you do need to have a bit of a individual circumstance to see what's the best and appropriate strategy with that is at your discretion. But with this particular client, it was really empowering. She sent off these emails, he jumped on the phone, she started, you know, basically standing up and respectfully demanding where's my money, and the CEO of the company, the development company found out that they were late with the payments. And he directly got on the phone with her, and was incredibly apologetic, and said, Let me meet up with you. I'm so sorry about this, this will never happen again. He wrote a check for her mediately got her paid up and gave her his personal phone number and said you send all invoices now directly to me, this will never happen again. Now, that's great, because that shows, you know that's a client with integrity. And, and you know, it was really great. She's and she was saying actually afterwards, that the relationship now with her and this client is better than it's ever been before. Because he really understood that he didn't want to be disrespecting his consultants like that. And she was just proud that she actually had the confidence to have the conversation with the people that she was dealing with and to escalate it and managed to escalate it to as far up the food chain as possible. And she got paid. So that's the kind of thing that we have happened on the project reclaims and we've got a number of people in there at the moment Who, every single week, they report, what their percentages that's late. And we're looking to decrease that down to, you know, 15% or 0%. And we will train people in what kind of conversations to have, you know, what's happened to the client, sometimes if you've got a client who's ghosting them, then we'll have to have more extreme forms of action. You know, sometimes it might need to get legal. Sometimes we've had people, our clients actually go to the places of work of these clients that owe the money, and knock on the door, and have a conversation right then and there. As you know, sounds, for some people that might sound kind of totally extreme, but it gets your clients, you know, people, people will respond to when they know that you've come looking for your money. They don't want that to be happening. It's not good. It's just there's all sorts of, there's all sorts of stuff, like just just being you don't be rude, you just want to deal with it. And you know, start getting very awake to how much it's impacting somebody else. And of course, it works the other way, because when architects are paid late, often what happens is now they can't pay their own consultants. And we work with a lot of what we might call sub consultants, as well, who, often they're working with architects who are getting paid late, and then they get paid late. And, you know, our our advice is often just bypass the blooming architect, if you can just go and get a direct agreement with the client themselves, because my own in most cases, you know, the architect who's got the cheek of making a markup on the reason why I say that it's a cheek for them making a markup, because they're not doing anything to ensure that that person gets paid on time. And all consultants are just in this kind of like paid won't get paid acceptance. And good luck trying to keep hold of a good consultant if you're constantly paying them late, because of your own ineptitude, of being able to hold your client accountable to paying you on time and you're not having those conversations upfront, you're not having a structure put into place. You're just not communicating about it. And again, prevention is so much better than cure, but we need to take this really, really seriously. So coming to the playlist.