Sure. Well, 20 years ago, I mean, it just feels like yesterday how time flies and I know I don't look old enough. But the my potted CV is started in Liverpool and Seattle for a period and then went back to Manchester where I'm from and part three there and went off to Australia to Sydney in the late 90s to working on some Olympic projects before the 2000 Olympics, and then came back and had a stint at levitt Bernstein and Bushido Henley was an associate which is now heading to hell brand and, and then had the opportunity the way things do friends and friends of friends asked him doing a bit of moonlight Single on some domestic kind of projects. And things sort of evolved from there. So it's kind of interesting, you know, just classic work on the kitchen table to start with, grew a bit hide apart one. And then I kind of realized in that year actually that that part one was doing all the, all the nice work and I was doing all the admin and all the support all the crap. And, and it's, you know, so anyway, that that problem, went back to college and finisher, finished his studies etc. And, and so thinking about who my second hire was a little bit more strategically, and that person was was an admin person, not an architect, not a drawer, someone who'd worked in contractors beforehand, so knew one end of a brick from another, but nevertheless, wasn't wasn't an architect. So leaving the design the drawing to me, and a lot of us call it the other admin stuff to, to her and actually, she's, she's, you know, cut to 1617 years later, she's still working with me as office manager, and, and she's running our square feet home side of things now, so and then, you know, over years work, work, work was gathered and teams was grown and sort of about 10 people about three or four years ago. And as you say, doing from square feet, square feet, architects doing a range mainly of sort of resi of all sorts of shapes and sizes, typically from one to 50 units, one of houses, two blocks of flats, and then some schools, nursery schools, secondary schools, business schools, things like that. And some community projects, place of worship places, works for charities, things like that, so and then all of a sudden, the world changed a little bit of thing with Brexit initially. Then COVID, and, and, and then, you know, sort of the world changed a bit in terms of that there was an increase in salary, costs, running costs, all sorts of things. So it was really, really a time to read to rethink about the way, the way the practice, the way the practice was operating. You know, the classic stereotypical way a firm architects set up is, you know, a couple of mates from college, get together, win a competition, win a project, and then hire a bunch of staff, and slowly, you know, look, look for that next project in order to keep those staff busy, and etc, etc. And it's, and it seems a bit of a quite hierarchical with those, those, maybe there's one or two leaders, three, four leaders at the top and, and then a sort of a bunch of other people below. And those leaders needing to win the work in order to feed the machine. And it's not necessarily and I've got friends who run big practice, and they feel that sometimes those practices are more like in employment agencies, rather than rather than actually said design practices and the and the, you know, the leaders are more managers than leaders. And because they know how to do the job, my what my first boss, remember, where did my part three in, in Manchester, I remember him telling me that he did. This didn't work in the States and in the States, traditionally, an architect's practice was set up by one architect, one accountant and one marketing person. And so an architect was relatively a small part in that cargo, the delivery of architecture, so that the architect could, whereas the other business aspects of it was dealt by, delivered by if you'd like the specialist. And, you know, I think some architects do become good businessmen, you know, through the good business people through their problem solving skills, through credit, creativity, through their communication skills through the boot camp of the Crip system of university, etc. But not all and, and sort of seem to sort of struggle through and it seems to be that lots of practices go from sort of feast to famine, and it's, it's difficult, I think we all do it. Now. Now. We've sort of reduced our team down and, and delivering things at a much more sort of lean way. But it sort of led me to think about an investigating just as I see, friends and family, in different industries, different professions or about how they deliver their projects, you know, be it you know, a project being, be it a medical case a patient how to how to get that person better. Or it might be a law case, how to deal with deal deal with a particular legal question. Or, you know, could be making a film or making music making an album making. And so I started to chat to these people about how they do it. And I know, you know, anecdotally, the way barristers work very much more in chambers that sort of much more solitary, but that and they contribute to the overheads of the admin of the chambers, and they deliver their work. And I think they give 10 20% of their income to the chambers to cover for the clocks and whatever else. And they can draw down the skills of pupils as necessary, but often, often, they're kind of working pretty solitary, in order to deliver that case, and that they're kind of freelance and some GPS, or not freelancer, some self employed in a way, and