your Business of Architecture, we talked about something foundational, which is called the code. And the code is simply this stop lying. That's the code, stop lying. Stop lying to yourself. Stop lying about your business performance. Stop lying about what's really happening. There's a lot of lying happening. So for instance, it's easy and it's natural as a human being to ignore the signs that were underperforming. It's uncomfortable. It's not good news. We don't want to hear if I look in the mirror. I may tell myself the story. Well, my my weights not that bad. You know, I mean, I have a friend who's a foot doctor, you'd be surprised at when people finally decide to see the doctor. Like literally toes are already falling off their entire foot as gangrenous. And he just he tells me he's not enough. I don't get it. How could they not come in sooner when they start to show the first signs that their feet are lit basically starting to slough off? Well, that's quite a that's quite a gory analogy. But is it really isn't that what we do financially in our practices? And what we've done so long in our Architecture. Ryan, I was having a sales conversation earlier this week with a couple of gentlemen who reached out to me about, about working with us. They'll remain nameless. But it was interesting because there was there was an owner who was older, and then there was someone who was younger. And the older gentleman every time he talked about something that wasn't really working well, in the practice, in the past, maybe extended hours, they had to work, maybe inconsistent pipeline, maybe taking a loss some months, or having a gap in the projects that came in. He very quickly followed it up with some sort of statement along the lines of, but it always came back, or that's just what to be expected. Or you know how the industry is, or it was a lot of justifying mediocrity, which is exactly what you're talking about. So I thought it was so interesting. And so as we as we talk about this concept with you, our listeners here, we just want to kind of put out a bit of a question to you have you think about it right now? Which is, have you seen this, either in yourself? Or what's your opinion on this? Is this something that you think architects have now I have a brother in law, who's in the cryptocurrency industry, before that he worked for a large stock exchange, and in the sales department, and it was he has a great saying he talks about he calls, he talks about the idea that human beings have what he calls mind viruses. And I love that idea, a mind virus. So Ryan, you mentioned that in architecture, we have a lot of financial beliefs that we haven't even necessarily created, that we've just taken on without assumption. This is what we mean by mind viruses, we've taken on the belief that was handed down to us without questioning it. And I find that a lot of architects who have been in the industry a long time, don't even question that things could be different. They don't question that perhaps, it's not necessary to work overtime, that perhaps it's not necessary to undersell our services, and compete on price alone. So maybe we didn't create this issue. You listening, perhaps you haven't, you haven't directly undervalued your services, maybe you're not part of the problem. But all of us need to be we need to take ownership by the fact that we are in the architecture industry, that as a part of this, we have ownership for these group narratives. And right now, the group narrative of one is, generally that money is making money takes away the focus from doing good architecture. And they don't go hand in hand, that they're antithetical, and that the way to do your best work is to try to be as efficient as possible. Because then we can just do more architecture? Well, there's a better way, the better way is, what if you could charge substantially more fees? And you could do less work? Because you were less financially pressed? What would happen in the architecture industry, if suddenly it became a highly profitable profession? Like what if some of the best and brightest minds of the world started looking to become architects because it was so highly lucrative?