So I would be planning three months ahead at a time. However, I realised that the larger that my projects become that three month delivery window is not enough. Now, when I started doing the media camps, a three month window to announce it and then to plan it and then deliver it with the internet and to engage an audience was fine but that was when I wasn't any costs at any overheads because lace market house gave me the venue. I had internet I had the space in which I was going to deliver it so it was just about putting a programme in place and bringing people into the space however, during my producers diploma and now with my headset, as a producer. That is very much a mindset of an employee as a stage manager being brought into a project with all the pre prep having been done to pick up the pre prep and to go with it. And I kind of set in my mind the pre prep I didn't need anybody else. So when I was announcing that I was going to do something and then announce it and then deliver it and promote it and run the event. It was it was it was sustainable. It was deliverable. Also doing those events, I learned about my structure of an event itself and how I could make that deliverable manageable and that's where my plan and prep and deliver reflect and report came in that reflection after an event is crucial. And for so long. As a stage manager I would come out of a project and be exhausted and event people will go into an event and we're exhausted and I recognise this as a stage manager working on events where I already had that kind of reflect and report process built in where you put the props away and you tidy the prop store and you do your maintenance and you did your thank you letters. And that was as an important part of the closure of a project but as a producer, there's much more for me to consider. At the end there's the reporting if there's funding I mean, there's the talking to funders and finances and investors. There's also the what's next and at the beginning of the project, there's not just the plan the prep, there's the strategizing for the plan prep delivery. And I suppose this is the the producing part of it. There's an overarching linear path that goes through a project that the producer has this working on project rather than in the project. And that's something I took away from some of the business practices of not working in your business but working on your business. And when you're in a business scenario, it is a running shedule it goes from day to day and the the time passes and repeats. So quarterly can be cyclical. And I think this is the thing that I realised is that deucing isn't cyclical in that quarterly sense. And that producing is cyclical in a production sense, and that production could have a lifespan of three years.