Look, I think that it's quite personal thing that everybody's got to negotiate their way through. And I don't like talking about money, you know, I find it really awkward and say, Can you pay me at the end of the month? If that's okay, like, of course. But one thing that I've learned to do is to be comfortable in sharing my vulnerabilities. And so often I may say, Look, I have a few sensitive points that I'd like to and anxieties, which they're studio anxieties, and I'd like to share them with you, if that's okay, and if I could, it'll calm me down. It'll calm my staff down. I'll make the whole process run, and, and, and it is incredible when you, you know, when we break down the natural esthetic that we're told to, that we, yeah, things have changed a lot, but, but we were kind of told to portray in architecture school and just say, which, you know, I'm having some difficulty in this, but I have a plan. Is it okay to share? That's my way of actually doing it. And then, you know, and then the client generally says, Yeah, of course. I mean, like, what's the look we're going to invoice the end of the month? You know, be really great if you could pay for, of course, like, you know, design freezes. We don't want to charge you abortive fees for changing things. It may happen, but we'll try to keep that down. So that's what designed. Of course, you know, you know communication, of course you're like, of course, go on holiday and and it's that, and then you'll be surprised, or maybe you won't be surprised, they also share their vulnerability. You know what? You like really wondering how we're going to get past this at a board meeting level? Yeah, yeah. Okay, cool. Let me note it down, and we'll have a chat about it. And not every project has to be one, yeah? You know, like, I've taken on lots of projects for just to get over the line, and it's been the worst decision ever, and to trust your gut. You know, we do not win every project that we go for by a long shot, and we do, we do not accept every project that we're offered. You know, because if the relationship isn't right, if, if to one of those questions, you would like, well, to be honest, sometimes I do need to call you at 730 because something comes into my head say, Okay, fine, you know this isn't going to work for us. Yeah, and, and to walk away and have that as a skill, and to be brave to do that, that's challenging. If you don't have much money in the bank and you don't have a Rolodex. For those who are as old as me, will not know what a Rolodex is, a list of other clients. You know, it's really hard, it's really hard to say no, but you get a sense quite quickly of like, is this relationship going to work or not? And just to clarify what I mean by relationship, working relationship, working as a client, professional consultant, is not that every everything's happy, clappy, everything's all great. That's a great design. You know? That's fantastic. Oh, thank you for paying on time. The judgment is, is, is when there are difficult conversations, do you feel at the start of a relationship that you that when the difficult conversations come, that you'll get through it not Do you feel that every conversation is going to be good, and that is something that you've got to judge. Really becomes all saying no and and take it step by step, and also to, I suppose, at times. To open the conversation to see how the relationship's going, you know, which is quite scary, actually, it's,