this is where, this is where marketing gets so interesting because it's so tied into human psychology and one of my just passions in life is learning how human beings think, how they make decisions, how that relates to their to our emotions. It's just it's a psychologist, psychology of the mind. They call it like the final frontiers, the the human mind, the brain, and understanding that, right, if an alien came to our planet, or a baby or child that had no context for branding and anything like that, a robot, they might say, Well, why would I pay $5,000 more for a watch that can do the exact same thing as this one that cost me half as much? Right? Or handbags. I mean, look at how much people pay for handbags, right? I mean, shoot, there's probably no limit. I don't know the most expensive hand. Bag ever sold, that's probably over a million dollars, and it's probably designed by some, you know, jeweler, and it's a one of a kind piece, right? And then you have the hand, but you go down to your local Walmart and your your local variety store, and you pick up a handbag for $12 right? That's, that's like a massive difference. That's a massive difference. So the principle here is that price discrimination, by price discrimination, you're speaking to different parts of the market, right? You're just, you're just saying, okay, in a big market, so let's say, in hand, bad market. In a handbag market, there's a whole lot of people who they just want a $12 handbag. Nope. Nothing wrong with that. They just want a $12 handbag. And a lot of them couldn't afford anything more than a $12 handbag, or wouldn't want to. And then you have a very small, minute, very select group of people who willing to pay 5000 $10,000 for a handbag. And then, of course, the one off just crazy out to the moon situations where someone's gonna buy a handbag for a million dollars, right? So if we shrink down this great macro principle and we look at just your architectural practice, this is where there's another principle called The Pareto principle that we've talked about before, you should be a if you're a listener, you should be a stranger to this idea that 20% of your clients likely possess 80% of the wealth of all the clients. So let's say you had, you had 100 clients. I know, I know you wouldn't have that many, but let's just say you did. Let's just say 10. You have 10 clients. That's more realistic, 100 clients, that sounds like a nightmare. I'm gonna go jump off a bridge. So you have, you have 10 clients. And out of those 10 clients, if we took all their bank accounts, all their investments, all their wealth, what you would probably discover is that it would be unequally distributed, meaning that two of those clients, 20% of those clients, would possess the lion's share of the wealth of all of those clients, right? So that's the idea here. So along with that idea, we can also we can also assume that as clients come into your practice, that they all have different appetites for how they perceive money and how they value their time. So for instance, just one example, some clients will be willing to pay a lot more money to shorten the time that it takes to get their project done. So the question that you need to face as an architect is, is it ethical? Maybe we could discuss this right? Is it ethical to charge a client more if they want to get their project done faster than is our standard, or something of the sort. What do you think?