like a great mark, I'd love to talk about that, you know, you and I we've been on the scene here in what we might call the training coaching educational space in terms of the business side of architecture for over a decade. And I know there there are other consulting other companies out there that have been in the this space even longer than we have, you know, 10 3040 years. So there's certainly been a lot of change in the, in the space. And there's been a lot of change in what I've seen. And probably one of the biggest shifts that I've seen over the past 10 years, is the younger architectural practice owner. So the younger people who are coming up in the profession, they seem to be a lot more. And this makes sense. But they're a lot more savvy with digital tools. That and when I say digital tools, I don't just mean the production tools that we might use to produce drawings like Revit. And I'm referring to social media content, video content, thought leadership content. And so it's very interesting to see this kind of rift in the the way that architectural practices are run. So I see there's like a rift between like the older generation of practices that were more established, maybe firms that were founded in the early 90s, even for a while probably that probably that's kind of the cop like it's sometime in the 90s These firms very much represent just an old school way of doing things, you know, and that old school way would look like, you know, it's common for us to hear these, these, these very mature firm owners who've been doing this for a long time. And my hat's off to them for the effort, the skills, the experience, what they've done to build their practices. But we hear a lot of times, you know, when when we're in confidential spaces, of course, you know, man, these, I don't understand my my younger employees, they just, you know, it seems like they feel like they're owed everything. You know, they they hop off during the middle of the day to go buy shoes, and they don't even tell me I mean, I told them we have a flexible work environment but I'd appreciate at least being let know that they were going to talk about you know, head off and go buy some shoes or they're coming to me and they're saying, hey, we want to have Friday afternoons off, and so we get them Friday noon. Turning often we're hoping that will increase productivity and finds out that it decreases it. So there's, there's, there's just a cultural rift there between a firms that were founded previously. And then the way that they perceive younger architects who are younger in the profession. But one thing I do see about the younger architects in the profession is that they they do have, they did have different cultural values, in terms of how much they want to work. And, and balance that or synchronize that with their personal life, they may have other interests, a lot of them aren't just all about architecture, they they're like, hey, I want it time for family, this is kind of have my architecture box over here and have this over here. So to summarize, you know, as these firms become older, and there's a lot of ownership transition coming along, we're seeing a new generation of firms coming up, that have a very different approach to how they market a different approach to how they lead a different approach, how they want to run their cultures. Because even like, I look at my parents, and I think, you know, when I was a teenager, Mark, made, it wasn't this way for you. But I was like, I'm going to do all these things differently. Like, I'm seeing all the flaws of my parents, and when I have my own family, it's going to be this, this and this. And we do the same thing, you know, with our employers, we can easily see all their faults and think that, you know, it's so much easier, and we'll do it differently. And so it does feel like over time things are I would say things are positively moving in the right direction to keep up with the changes that are happening in the larger world.