I mean, definitely bring it up to them, you know, I think at a certain point it's like, you know, we have this, you know, you know, train them first. Like, if, if they haven't been trained and they're making mistakes, it's kind of like, Duh, you know, that's, that's on you. But if the if you've invested, if you've trained this person, like, you know, they kind of know it, you know, what the expectations are, you know, there that then it's like, at a certain point, you just need to, kind of, you know, make, make a change there. So, but I think so a big part of it is just setting expectations up front with those individuals and like, Hey, here's, this is different. This is not that we love, you know, we've developed now a really nice kind of internal graduation of designers from, you know, interns to assistants to to, you know, lead designers. So that's been, you know, beautiful we have, you know, I love it when people have build experience, but if they don't, we have a program internally to get them out into the field. Because I felt like that was so valuable for me as a designer. Was like just looking at screens, and when I got that call, you know, I had no idea what the hell I was looking at, because I just didn't have, I was looking at things in, you know, two dimensions. I needed to, like, go out and, like, touch it and feel it and experience. So I think, you know, that's, that's something that's important to us. And, yeah, you're not going to know it all instantly. So, you know, you know, it takes some time to like, even somebody who is starting out doesn't have, like, all the fixed ideas, and that's not me, you know, it takes some time to figure that out. But, and we don't, you know, I've done a better job lately of not. Just throwing people into the fire. I think that's kind of how I learned. So I initially I would just like, like, be like, Okay, go do this. And like, didn't always get the best result.