yeah, actually, I hadn't really thought about it. But is the largest acquisition we've ever had was our when we acquired ourselves as employee is that that's I love that. Well, we, you know, we talked way back at the beginning of our conversation around Ed Jeter and Dave Jepsen and their transition. So they ultimately transitioned over to I think it was, I think it was 14 of us, I'll get the number, right. Ed Jeter retired around 2000 Dave Jepsen wanted to retire around 2012. And we needed to then and that left a group of us that were all within about a 10 year age range. You know, we're all in our 50s. And I happen to be on the younger end of that I still was not a young architect anymore. And we had to start thinking about what our next generation would look like. And we needed to look 10 years 10 or so years down the road. And when we looked at what the by that time, the firm was quite valuable, the share value, our own share values were quite high, and we're going to be higher, we didn't really have enough staff, when we really looked at it that could sort of buy into the firm in the traditional way, we just, you know, over time, the shares just became somewhat unaffordable to most staff. And it would be a very challenge. I would also say to, you know, again, saw earlier conversation, it's a different time. And the idea of going to a bank and getting a loan was really not of interest to most those people, even if they're interested in being a principal, they there was a whole different methodology of maybe bonusing it in. And so we worked with our lawyers and a few consultants and looked at, I want to say 678 different possible methods of transitioning the firm. It took a good year to 18 months of principals meeting, talking before we really landed on the ESOP. And it wasn't our first it wasn't our immediate thought. But the more we learned about it, the more it seemed to make a lot of sense. It allowed a mechanism for those of us who were shareholders to to sell our shares over a period of time. So the there was a note. It was I think there was an eight year it was an eight year note. They broken into two two pieces, where the firm we held notes and the firm paid us each year, which which meant that it was affordable because it was the firm purchasing, purchasing our shares. It also we also all had agreements with the firm. So they were you know, we were it wasn't like we could take our money and leave we had to you know, we had to earn it and work and continue to build the firm's so that we were building value over a period of between five and eight years, there was some different people were allowed to take different different deals depending on their level of ownership. So there was made it a much more gradual transition of leadership where as people retired, and were paid off, the debt paid down, and the ESOP shares increased in value. So we became an ESOP. 100% ESOP in 2012. So we just passed our our 10 year mark, and we're now officially the government calls us a mature ESOP, which comes with some different different rules and different regulations and opportunities. But what it's done, and it took some time, is that it has given every every member of the staff real, a real financial stake in the company. So that was I think one of the misunderstandings about an ESOP is that it's somehow a we all vote on everything, the leadership of the firm has stayed the same. We still have the same leadership structure, the same principles, directors, C suite officers, that has all stayed the same it what the ESOP really is, as a as a retirement plan, where you have you're invested in a single share in a single company, but you have a lot of control over how that company does and a lot of have impact on your share value. So the share started pretty low, because we had a lot of debt. As the decade paid down, and the firm did better. We have an annual valuation, and the share value has continued to increase from from year one and this we just got our staff just got their evaluations last week, and the new Share values and it has grown significantly. And at this point, I think everyone has that's been here, over five years and invested has a fairly significant nest egg that they can now continue to grow. And in people, it took a while. But once people began to see their balance sheet grow in their ESOP account, and understood that the work, that there was a connection between their work, their attitude and their ESOP shares, it really began to take hold, I think the first couple years, there was a lot of skepticism, because nothing really changed, you know, there was no value in your in your shares, not much. Yeah, but even even through the, even through the pandemic, share value group. Because we were able to, we were able to make it through the pandemic in a in a, in a successful way. So it's, it's good financially, but I'd say even more so what's happened as the as the SAP has gained hold, is it's just been a natural extension of our culture. We've talked before about how we try to involve everyone, we're very transparent. This, this made us even more transparent. So we share financials. Every month, we share key performance indices every month, the staff know a lot about what's going on good and bad. And, and we have a think, greater sense of ownership and an ability to to impact change. So we've always, we've always tried to feel a bit like a big family. And we get that a lot when we do do employee surveys. Some of the positives that come back are always that there's this sensitivity cares about each other across the firm. And and that's something that we feel really good about. And I think the ESOP is a natural extension of that. It's just everybody, everybody's in this together. It's not. It's not people working for a group of principals who are taking all the money out of the business, everybody at this point, is getting is getting rewarded financially long term for their investment in the business. And I think that's, that's a great thing. And people are beginning to really embrace that we have we have any subcommittee, which are employees who have typically kind of taken ownership of the messaging around ESOP, and they they share tips and tricks they understand, or they do events to try to build a culture, but they also answer all the questions people have about what does this mean, and you know, they orient new staff to what, what it means to be a member of an ESOP. And it's been, it's been great. I think that's