percent Yeah, and I'm trying to get my staff to understand that, because we're hitting we're in a growth period right now. The we invested quite a bit of money with a pretty high end marketing agency and over the last 1415 months, same PR firm that does Tucker Carlson's stuff like pretty big deal. And for us, it was a just a giant financial investment, time investment, all that but we're seeing us move up so high in the rankings now for if you just search for like Colorado architect or residential architect and stuff. And we've had the best, this isn't even a brag this is just kind of me explaining what's going on his like, in the last two months at the beginning of this year, it's the first time it's 2024. It's the first time I've ever we've ever had this many sales inquiries, and just inquiries in interest that this at the beginning of the business cycle. So I'm like astounded, but at the same time going, Okay, I'm having to sort of refocus and re coach, my upper level staff who are managing people, and starting to manage even more people that I understand that you feel like we don't have enough time to work on these projects. And I'm might have to ask you to work a little bit more, which is not usual for us. But I promise you, it's temporary. It's a temporary pain. And we can hire new graduates like it's a very strange, weird area we're in right now in like the middle of March, new people graduate in May, great, then I can bring them in, and we have more horsepower and everything. But I can't think of the same thing on the construction side of things. Because we're also general contractors, is like the demand for us is so high right now that I was trying to explain to my superintendent, that he wants everything to sort of be just like, we have a cut and dry system about how this how this works, when it comes to taking on a new project and be in leadership positions. And then replacing that lower level Carpenter, formerly lower level carpenter with another carpenter and stuff is that there's no perfect time for when this happens ever. I just I've been doing this for 15 years now. And the architecture side of things, business wise, as an entrepreneur, I've just never seen a perfect growth pattern. It's like, oh, gosh, now we have too much work. Okay, we have to figure out how to get it done. Or we have too little work. And then I need to figure out how to get them get get more work. It's there's never just like perfect, steady flow with no deadlines and all the other things. And so I understand that, that growth pattern and the trajectory and the strain, right, it's just like lifting weights. I'm not oh, I need to lift more weight. So Okay, I gotta get stronger. It's gonna take more work, it's gonna take more reps and take more eating, eating better, all that kind of stuff. And I understand that, but now my are sort of mean Alex's struggle is like, Oh, crap, we have to get staff to understand this, like, how do we how do you explain that to staff? And, you know, and try to promise them and caress them and sue them through that whole process. It's interesting. I mean, I just finished Patrick Mimi's Ah, okay, book, The, what the heck is how to design a world class firm? And what it what an inside? What a beautiful inside. Look, I was going to have him on the show on our show in a couple of weeks again, second time, you'll be on there. And I've got questions for him lined up myself, because I'm just like, what a beautiful inside look at one of the world's biggest architecture firms ever. And it was so reassuring to hear some of the things that they were talking about as like, as somebody who has a small firm, you know, only only like 11 people, compared to those guys of 1100. And there were some things that I that they stated where I was like, oh, cool, we were already doing that. Wow, I can't believe he Okay, wasn't doing that for the first 20 years. That's reassuring. And then there were other things were like, oh, shoot, we need to do that. And I hadn't even thought of that. What a good what a good example of, of what we shouldn't shouldn't be doing in that kind of way. So it's I think, Comparison is the thief of joy. But definitely there's got to you got to have some kind of comparison, just to see if maybe you're doing things if it's okay, if there's some of the things you're doing. Because business is experimentation has asked analysis the other day is like, how much of business do you think is I? How much do you think we're experimenting, like, on a percentage basis, you know, with a new marketing idea, or, or, for instance, I had this other client who came in the other day, and they they said we need this done in, you know, X amount of time. And I go well, there's here's the fee for that X and they go or for the reality X, and they go nope, I need x I go and I asked when I told one of my other one of my senior architects here I was like, Do you want to do want to have some fun and he's like, What do you mean I'm like, let's business if we're not having fun either. This is business sucks. Like it's half this should it should be fun every day should be fun. He's like as like, let's see if they're open to us doubling our fees and having our time he's like, No way. I'm like come on. Come on, dude. Let's try it. I was like you guys like we don't have technically need need the work, do we? And he goes, No. And I go well, but what if we double our fees and half the time, and he went through the experiment with me, it was actually quite a quite a bit of negotiation. But it was super fun. And then they went for it and everything. And we got done with stress. And I go, Thanks for trusting me, I'm giving you a raise when I get back in a promotion. And I did actually I gave him I gave him one of the highest salaries that we've, we've given out so far in our 15 years or something like that. And then it also helped me gain his trust a little bit more even more with like business experimentation like that. So I'm digressing here, but I get really excited. That's one of the best parts, I think it's like the little experiments and all the experiences, it'll it ceases to amaze me to like, dealing with the general public. Some people I mean, yes, it's difficult, but at the same time, it's like, oh, my gosh, I feel like I'm going to experience like, I don't know how many you perfectly unique. If you could, you could argue there's unique people, like every single person who is unique, like God made perfectly unique, but at the same time like that, we're sort of categorical. And I feel like if I keep doing this long enough, I'm gonna hit every category of every person, personality type.