Yeah, again, I am not of any anything specific here, but certainly, in general, based on what I saw there, and what what I've seen and I'm seeing elsewhere, and to me, just, I think the most important thing is that in a good transaction companies are bought not sold. And so you know, we're startups are sort of under duress or in distress and, you know, kind of bad sort of shopping themselves, but that's really, you know, Good situation, and do you have any control that you're in that situation if things aren't working out, but in terms of a good outcome, you know, companies are bought. So you know, where the the initiation of the approach comes from the acquirer in there, for strategic or market presence, or whatever reasons, they've decided they need an asset in this space, and they've come up on you, and now they've come calling. And I think that's, that's a good situation to be in. But I think, at that point, you need to be clear if, you know, if you're interested, because it can be super time wasting, and for a company to sort of engage in these dances and be a little ambivalent themselves about what they actually want. So and, you know, the best situations, I've seen, our founders, when approached, are clear that they will or won't sell and if they will sell, we're pretty clear on who owns what will interest them in terms of the deal and the structure and so forth. So I think having thought of a little bit about that, for where your company is at leaf stage, are we looking to sell actively? Okay, that's one thing or different approach concerned, one of the, one of the criteria we use to evaluate it, are there certain companies, we would never, you know, we just don't like them, we would never accept an offer from them. Other companies we would be able to Office from and the first cases like, what are the financial structures that would potentially make us interested. So that's, that's pretty the first observation. The second thing is that most deals don't happen, even when companies are talking so and, like, there's a lot of talk goes on all the time, you know, between bigger and smaller companies, and most deals don't happen. And I think I've seen first time founders and relatively inexperienced, founders be surprised, I think that when they're talking to the company, this deals likely to happen. And they're going to misinterpret the cool things of the Corp dev person as being you know, as good as as good as a signed deal. And it's not. So, you know, avoiding distraction is kind of super important. Because, you know, as CEO, as a founder, you got to assume the deal isn't gonna happen. And, you know, even if you're moving along down the process, you want to minimize distraction for yourself in the team, and don't get people's hopes up. Because, you know, these things often usually don't happen. And it can be distracting disappointing if the companies started to sort of act as if, as if this is this is kind of a done deal. And so I think, yeah, don't be distracted, know your value, and don't be afraid to negotiate hard. And, you know, I think it's easy to look at my industry in multiples, and, and, you know, be I think, be demanding about what you get, and how it structures and, and then if you are engaged in one of these processes, and you're serious about it looks like it might have been treated like a sales process, like, don't be casual about us, because, you know, all sales processes are challenging, and they can fall apart at any time for any reason. And, you know, an acquisition process is no different. And, you know, one thing that did surprise me a lot, and still does, seeing, you know, founders be quite casual about the acquisition process, you know, even when their practice knowing that it's time consuming, they can be kind of sloppy about it, they're taking days or to get back on queries from bankers or from the acquire. So I think a real focus on getting a deal done, once you're in practice, makes it makes it a lot easier to happen. And I think also, maybe Finally, instead of building relationships, or even the company and thinking about how the integration is going to work, first, anything to do more likely, because you have built relationships among a cadre of people who are likely to end up, you know, making a decision to proceed in the in the end, I think that's, that's helpful. And secondly, if the deal does happen, it means you've kind of built relationships and you have some sense of what happens on day one after kind of the, the champagne has gone flat and warm. And, you know, kind of you're back in the office on Monday morning, like what happens next. So I think, you know, having relationships built and having a realistic expectation of the next steps after the acquisition is helpful, and the more successful integrations I seen that characteristic.