internet access, and have two purposes. One is to save the wireless cost, or the cell phone cost of the, the employees or the city, right, and there were a bunch of those. But they also thought, you know, we can actually take people and put them online, we are the mayor has his kindness on this, the this motto, you know, make things more in line online than waiting in line. And so they were having the biggest city at that time to want to use the internet, and you know, access as a equity building process, how to deal with the economics of, you know, the, whether it's urban or rural, and so forth. And so some of the life's lessons that came out of that exercise was one, you make sure that your son, your son solution is up to the task that you're basically placing on that technology. So in 2005, there was a huge, you know, outcry of, yes, let's do this. Let's get, you know, border border, wireless everywhere. Unfortunately, the wireless at the time, was not up for the task that the cities, mayors and so forth. Were trying to, to establish. And I think that that's like a lesson for the ages, which is basically we have lots of technology, we have more technology coming out the door than we can even keep track of like, but if you want to have success, if you want to bridge this digital divide, you have to understand the limitations of both the wireless and the wired. And how are we going to address that, right, because I've seen in these last few years, lots of qualities that have been given to the internet to wireless to fibre and so forth. And sometimes it isn't what that technology is capable of. So now we're talking about artificial intelligence and smart technology and so forth. Right. And it's great on paper. But when you look at the, you know, the realities of your world, you start out. And so so that's, that's a big next lesson from the mid part of the century, the first decade, right? The other Oh, yeah, for a second. Um, there was also another how to come back to that one. As we went from everybody's gonna have an internet network in every city town. Hi, boy. And by way, right, it went to a bit Ibis moment. And then when Obama came in, we got really, you know, the dream of telehealth, I'm sorry, of broadband, and so forth, came back when they had the broadband stimulus program. And so when we had that opportunity, right, at that time, it was like $7 billion. And no one ever had, you know, that much money put into broadband before. And so we went forward, and things were good or bad, and somewhere in between. And there are a lot of lessons to be learned from that, hopefully. And as we go into this speed world, and the A and middle mile and so forth, within Tia, we still need to come back to what are we trying to do? Is the technology up to the task? is, you know, are we going to do aggressive needs analysis, right. And then when when I when I wrote the book about Philadelphia's project, right, the biggest thing about that project was the extensiveness, of how the mayor and the city's CIO did a 90 day plan, which included all kinds of focus groups and meetings and pilot programs and all of this, within that time of that time frame. And, and that was actually the reason for doing the book, we had a customer, the product itself had problems, and eventually, it just felt petered out. Right. But the lesson to be learned from that episode was how aggressively you do your needs analysis will determine how effective and how successful you will be. Right. One of the things I noticed with the, the entire program now, is they put a lot of emphasis on the needs, you know, understand the needs of the constituencies, and you get dinged for your plan. If it hasn't, if it isn't clear that you have tapped into the needs of the community and the support of community, right, the days of just having a letter from the mayor as a sign of support that you haven't told us that's gone away, right? You got a net, you have to show your, your depth and breadth of support. And I think that's a great thing. That's the great thing because there's a lot of, you know, skeletons. We're just bad business plan. Doing the project. All right. So we've got to stick with that. Because that is that is is a big issue. I think the other thing, you know from the the 2005 to 2009 timeframe It was somehow we went from broadband is something that we're going into is a problem that we're going to solve, together, whether we're talking about rural or suburban or urban, it doesn't really matter, everybody was all on board. And then policies and in practice, we've lost some of that. And I think we have a situation where that's almost like, the urban area where we give, we give them a decent decent size, subsidy, and so forth, that's solves the problem. And that really doesn't solve the problem. The problem is solved by better technology that is available to everyone. And so we can talk about, yeah, we have the DHCP, you know, which is a good program by itself. But at the same time, we're also spending in, you know, in rural areas, maybe two $3,000 per person to get broadband. I don't, you know, I don't criticize the, you know, the rural folks for having that, because they need that, but what I get really is, you know, agitated about is the whole issue of, you know, what about the urban area, and what they need, and and is the stuff that we're giving them going to be sustainable, two or three years down the road, right. It's one thing to say, yes, we this is a great pro program. Right. But is it sustainable? I mean, we have, you know, by example, right, like, so we're talking about artificial intelligence, we're talking about telehealth, right, a number of these technologies, AI, are requiring much bandwidth, you know, both collectively as a community and individually. Right. And so, if we