Indeed and and and not only do we not celebrate it, we actually, it's common to denigrate it. There's a culture of of looking down on commercial practices. There's blog posts and articles have been published, denigrating practices that are characterized as commercial, which is interesting because it's one thing to produce architecture that may not be culturally significant may not be adding to the discourse and dialogue of architecture, but to to pair that up with financial success. Is is a fallacy of judgment and a fallacy of values. And it's detrimental to us as a as an industry. So I was talking with one of our mutual friends. I won't mention his name here on the podcast, but he might even listen to this episode. He said something very funny in a conversation, talking about the difficulty practices have hiring right now. So if you're a practice owner, you probably experienced that you may have a lot of demand for your services right now. And just difficulty finding someone. Right, so short staffed, realizing it's very difficult to find qualified people. And in our internal conversations, this, this gentleman said he made me chuckle. He said, It's not that they it's not that small architectural practices can't hire. It's simply that they can't pay high salaries. That yes, let's face it. This is a demand supply and demand is what rules the market. And if you as a small practice, if you're paying extremely high wages, you won't have a problem hiring someone. That's for sure. Now, you want to pair that up with a nice culture, etc. But if you're trying to get people for pennies on the dollar, or you have constraints on your budget, it goes back to this conversation of money. So Ryan, what is what is the 200? Club? And why does it matter? So we've set up the problem here, the problem of lack of comparisons. Let me let me backtrack a bit here. So I've been doing jujitsu recently, and I've been talking about this on some of my Facebook Lives and brought it into the podcast a little bit. It's a fascinating sport, I'm really enjoying it, especially at kind of midlife at my age, it's fun to get out, use my body. But one thing I've noticed is that when I, when I first started wrestling, I enjoyed, I was intimidated to wrestle the people that had the higher belts, the black belts, the brown belts, the purple belts, because let's face it, they were so much better than me, and I walked away from that experience, just feeling bad about myself generally felt deflated, I felt like, I'm never going to get this, it's not going to work. I'm not any good, all these deflating feelings. And so it's not fun to experience that. So when did this phase where I was, I wanted to run on white belts. And so I've wrestled white belts, but what I noticed about the white belts, is that because they don't let they lack the technique, a lot of times they use, they use really rapid movements. So he moving really fast, they're trying to use a lot of strength. And it's very easy to get hurt wrestling a white belt, because if you imagine their arms are flailing around, it's very easy for them to elbow you in the face or knee you in the chin or the jaw. And it's kind of dangerous. And not only that, but it was, it wasn't as challenging for me, because I'm pretty physically fit guy. So a lot of them I could just overpower them through my sheer strength. And I was finding that it was it was hampering my ability to be a good wrestler, a grappler, because I was relying on my strength as opposed to technique. So this is the problem when we're comparing ourselves with another group or subset of people that are that are beginners or that perhaps aren't high performing. It lowers our own performance. And this is one of the challenges that we have running small architectural practices is that for starters, people generally aren't very open about how they're performing financially. And even when they are when we look at those numbers, because the industry overall is averse to business, generally speaking, uneducated, about business principles, generally speaking, that we have, in a business sense. We have low performing firms, we're comparing ourselves against the benchmarks against those we're thinking we do great. So I hear people say this all the time. It's like, well, we're already charging the highest in our in our in our market. And I look at that I say, well, but you're still not posting much of a profit. But see, from their perspective, and I get it as a firm owner, you think, well, we're actually doing pretty good. We're already hearing clients tell us that we're more expensive. We're already hearing clients tell us that we're a lot. And so we feel pressure, we don't feel we can raise our fees anymore. So this is one of the challenges of you know that you're never an island and you're going to be influenced or impacted by the milieu around you, the other practices that you compete against, and if all those practices are so called White belts, this is going to be an issue. So to take this example a bit further, I was talking with one of our one of our clients right now who's a smart practice member. She's currently in the smart practice program, teaches at a well known architecture University also is running an architecture practice very, very bright woman. Brilliant, studied undergraduate, studied business undergraduate, studied psychology as well has this incredible background eventually ended up pursuing architecture because of the desire to for passion, the desire to be an artist desire to create. And what she said to me was very interesting. She's like, you know, I learned business when I was in college. You and school, but what I'm learning in smart practice has completely blown me away, which is like the business principles that you all are teaching and how you've brought it together so succinctly is absolutely next level, which is I never could have imagined this who's all this blows away any MBA, anything that I could think of. She's like, my, my husband, who also runs a business is in another program for his business. And I was he was commenting that he wishes, there was something like this available for his practice. So when we talk here on the podcast, the reason I bring this up when we talk about business, it's difficult at times to understand what that really means is kind of a blanket statement. What are the Business of Architecture? What is business? Well, one of the challenges that I had at the beginning, when I was starting my architectural practice first time, 15 years ago, was, I didn't really understand I didn't even know enough about business to know what it really was. Meaning that I thought that business was simply getting the money getting paid, getting invoices in collecting, and at a certain level, that's what it is. However, there's so much more than that to actually being a good business person. And so marrying these two together, marrying together the architecture, being a divine architect, and at the same time, marrying together business savvy, of being a lethal business person, these two are an unstoppable and oppressive combination. But how are you going to know that you have that? How are you going to you have that business acumen? What can you use, if you're in the jujitsu realm, sparring? It's not like you have belts, right? In the jujitsu. We do have belts, we have belt colors. And so we can see where someone's at, we know how well we perform. And certainly if we join a tournament, we're going to know very quickly how well we perform because we're on a live mat. So what's the equivalent in the architecture industry? And this is where we come to the 200. Club. Ryan, tell us about 300 Club, what is the 200? Club?