it comes down to is the demands on the business and the demands of management, like what we actually have the capacity for. So you've got a one person business, and then what I'll typically come across like, the next group is like three people, maybe up to five. But I find three to be very like, three people to be very common, including the owner at that size. Everyone kind of does their own thing. And the culture like, there might be some sort of culture, but the culture is just like, we're just, we're just three dudes, three ladies, just chilling, and it's cool. We're vibing. We're making money. We got our clients and, like, that's kind of it. As we grow, the demand for structure becomes more and more important, and so it depends a little bit on the, like, working hours. But I don't know if you've, let's say, come across someone who has, like, eight, 910, 11 children and like, do they really know every single thing that's actually happening? I typically know, and so usually what the structure is is it's usually the need for management. So everyone's a little bit different, but it's somewhere around the like, eight to 10 ish mark is usually where we start to need some level of management and leadership in place. Because when we think as the owner, you might still have some time inside of the treatment room. You've got to think about, like, big picture Business Growth stuff. You've got to think about planning and marketing all these things, and then you also are responsible for all of these people and what you need. And this is where, like, as we start to get to this level of practitioners. This is usually where I'm talking about people. Of the numbers are relative, but I say like, between 10,000 a month and 1000 a month this, like 30k month mark is kind of this middle where, typically, someone's got their they've got more practitioners. And we're starting to say, like, hey, you need leadership. Because, again, in the same way where you couldn't be in the treatment room all day and grow your business now, like you can't possibly be productive and grow and give everyone what they need when you have that many people coming to you, you need something or someone in the middle. Usually we look at revenue, but I'm usually saying, like, Okay, we need someone who has an official title as lead therapist and has, like, a pay bump, or we need something unofficial, but we need some sort of, we need someone who's a filter in between you and all of the children who can, you know, point, and I don't want to, like, demean, like anyone's team, but it's like, we need a filter in place to say, like, okay, the actual really important stuff gets directly to you, and there's someone in the middle who's like, hey, we ran out of this, and where's the cream. I don't know this. And this is, like, someone else's job to be able to handle that stuff, so you can handle, like, the really big, important stuff. And that just goes on and on and on up into like, when we're saying, like, okay, build a million dollar business multiple locations, we're looking at having like, an operations manager, like per location, or like a manager per location, then an operations manager whose job is, like, see the whole thing, so that you know where you should be focused on. Because if we scale up to I've got multiple locations, multiple businesses, and I'm not doing a licensing or franchise model that potentially is like 50 100 people that are underneath you, and you can't possibly be directly available to each and every one of them. So as we scale back, it's like eight to 10 ish people as we I want to see some sort of leadership. The other thing is, usually in this, this is a little tricky, and I'll try to, I'll speak to like because in the US, every state is different, and it's like between independent contractor employment laws in Canada. I can't speak to with tons of accuracy, but the same idea of like, you have a small group of people, everyone's kind of doing their own thing at the beginning, when we're thinking about the capacity of our business, or what is possible, we're typically looking at our team as we grow. The actual upper limit is your space. And so now, when we were thinking previously about maybe like playing Tetris with clients, we are starting to play Tetris with team members. And this is where it's like, we think about human resources. And it's like, I have this team of people my space, I want to be earning somewhere, at least for most people, for like, most pricing. I see it's like, I want to be earning, like 10,000 per room per month, and if I at least ends for some people that's closer to, like, 1520 if you're like, a very, very, very high end, high priced place, it's all relative to the market. And if you're not there, then it's like, why? Typically, it's because, well, so and so comes in three days a week and has this half day, and this person comes in three days a week, and that person does their two days a week. And then I've got all these gaps in my calendar. And when someone's an independent contractor, you can ask them kindly, Hey, would you mind doing this? Am I very right to say no, like I don't. I don't want to do that. And actually, I want to do things my own way. And so the control that your business wants to be able to accomplish some more of these business goals is like, Oh, I I need these people to be employees, because I really do need them to act and behave and schedule a certain way if we want to grow beyond a certain point. So those are like the leadership aspect and then the control needed. Those are the things where it's like around eight to 10 ish, we start to see things switch. Great,