Okay, all right. But I, we laugh at that. But that's like, there's a deep misunderstanding there. Okay, that's a lack of transparency. That's a lack of business culture, that's a lack. That's what happens when we when the gate talking about finance and money as being the real driving force of architecture, in our businesses, our team members don't understand. Okay, and it's disempowering for them. It's disempowering for them. Okay. So an empowered culture around money, profit with purpose. When I talk about profit, I'm not necessarily just talking about, you know, senseless greed, but actually creating a mission and a vision for your business of what you want to do with profit. I don't care if you want to use it for your own personal lifestyles and your family, and to look after the people around you. Or you want to use that money for causes that are important to you. At Business of Architecture, we've got a number of clients who are using the profit that they'd been making their businesses for years, to do their own self initiated projects, and developments. And they get to use these projects as prototypes for certain types of technology. Or we've got one client at the moment in, in Princeton, who's an advocate for gentle density and for for housing, and for affordable housing. So she's taken it upon herself, to be actually a builder of that kind of stuff. But you can't do that. Without profit, you can't do that without a business that's successful. And it's working. I want people to be defining growth, don't be afraid of this word growth, but define it for yourself, define what it means for you. Okay, so I'm gonna go into all of this, you can, you can look through the notes. But I'm going to give you a few principles here of how we can actually be agile through the Business of Architecture. And I want everybody for the context for today is even had some amazing conversations and talks, people sharing and being very open about what the sorts of successes and business innovations they've been having in their own company. But the possibility now, for small practice is like never before in the history of architecture, it's phenomenal what you can do with a team of labor three people, versus what would would have taken 20 people maybe 25 years ago. Okay, that's really, really extraordinary. So number one principle, money is an index of agency. It's by itself is inherently useless, but it is a facilitator of action. An economically empowered profession has the capacity to act and make societal change change. Money, as I was saying earlier, is the oxygen of a business. So we've got to learn number one that says sell sell it, track it, grow it, sorry, watch it, grow it and share it. Okay, so we go through a process of learning how to sell negotiate fees, negotiate premium fees, we want to be able to understand how to track it with optics, learn things like Earned Value Management, who has earned value management set up in their business, anybody or a way of tracking profit on every single project. It's a show of hands, who's kind of got that and locked down. Okay, great. Okay, timesheets, who loves timesheets? There's nothing sexy about timesheets, but they are super, super important. Okay, and then developing systems and automations and processes to help your business protect the profit that you've created at the front end through selling it. Number two, profit with a purpose. This means defining a vision framework for your own biz SNESs that's aligned with your values, your purpose and a mission, take some time to explore what these are, what is the bigger goal of your business? Take some time as well to create what we call a summit map. Okay, that's like a five year business plan. Where do you want to go? How do you want to get there? What are the things that you need to learn in order to have to have it happen, who's somebody that you can model after who's already gone and trod on the path that you want to be doing? Have your profit making aligned with a bigger future for yourself, for your lives, for the interests of your team members, and for society. This idea here, the network practice, most small businesses get themselves into this scenario, the bottleneck, anyone experienced that every decision that has to be made in your business has to go through you. This slows things down. It's incredibly stressful and overwhelming. Small practices had the ability to do this, to either network internally, or network of other people collaborate. This is this is super, super powerful. We've got small practices, we've got core teams of four people in one country. And then they've got team members in Bolivia, team members in India, team members that they then collaborate and plug in with other businesses, or they plug into larger practices. The space for innovation around that is enormous. This is what we call it the Business of Architecture are six stages of the free architect. Okay, we're interested in creating architects who are investors who have financial freedom, who have multiple streams of revenue, who have the ability to create a portfolio and share in the wealth creation that is intrinsically linked to the services that we provide. And you can create property and wealth and distribute it in whatever you want to do, however you want to do it. Okay, you can, we've I've interviewed some amazing practices in the past, who have built sustainable, circular economies and communities, who have been really pioneering all sorts of different types of technology, and have made good money at the same time doing it. Okay. But these are the these are the stages that a practice will often go through, we start off here, everyone has a human they're born. At some point, we have the great idea that we're going to become an architect, usually a career advisor and notices that you're good at maths and art and suggest that you've become an architect. So then you commit the next 20 years of your life training this training for this and spending 10s of 1000s of pounds. But we come out of university pretty much as an artist, okay, not in every university, for sure. But in general, we're artists of some description, okay, at some point, we go through this next phase where we become an architect, we get real life experience working in a practice, we understand that as a client, we understand as other people, we understand that it's not all about me and my ideas. Then we have this entrepreneurial seizure for some people, they decide that they're going to start their own business, and this is where it often goes quite wrong. Okay. But the next phase is what we call a rainmaker. That's somebody who's skilled in negotiation, marketing, positioning, and being able to attract, retain and create high paying clients. Once we've done that, then we can move up to what we call the trim tab, then when those Buckminster Fuller, and how we describe trim tabs, a small piece of material at the bottom of a big rudder, and when these big rudders on these big oil tankers move, the trim tab is the small thing that moves first, and then it creates a kind of chain reaction, which creates the big rudder to move that then change the direction of the the old tanker, okay, that's who we want to be in our business, where it's created with automations processes systems, that you can get a lot of result out of a small input, that's when we start, that's when we can start having a lot of fun. And there's more freedom, then we migrate to becoming a leader. And then to becoming an investor. One number or metric that I'd like to kind of share with you. We have a thing called the 200. Club. Now, the 200 Club is based on US dollars, which translates to about 160. But as a benchmarking number, we define a high performance business as being a business that is turning over. This is the net operating revenue, 160,000 pounds per full time equivalent employee. Okay, that's an aggressive target. But there's plenty of small practices, not massive corporate practices, that doing that and beyond. Okay, and I'm talking quite significantly above that. That's a high performance business ratio. Here. We've got some other numbers that kind of move along. But I do think that we want to be having aggressive financial targets that are set with alignment for our own values and where we want to go, and that we're driving it with purpose. And then finally, sorry, anyone who is letters have disappeared. But finally, today, you've got the opportunity, a rare opportunity to be able to listen to other practices and what they have been doing. Okay, this is really, really important in our progress of creating agile businesses is the ability to share the ability to listen, the ability to be