When we had one practice, who the the worst of the worst I've ever seen was they had about $2 million of outstanding fees that hadn't been paid. ate. And their annual revenue was only about 1.25. Yeah, this is causing some serious late nights and stresses. Yeah. So you kind of what was interesting was it was always the 8020 rule of distribution as well. So the sort of the bigger numbers were with 20% of the, of the of the clients and most people, most people, on average, we had around about 50 $50,000. If you average it out amongst the group, this is still an enormous amount of late payments and New Yorkers, just the worst place, working with the developers, and it became very clear. And I did some interviews with some developers here in the city, who were kind of discussing about how developers leverage their risk. And they know that they're very aware that architects are not going to have those kinds of negotiations upfront with them about payments, they also know that the architects are not going to preempt late payments, in terms of, well, I can know this developer is going to be late the payment, because that's what their business model is, they're waiting for mine to come in. So how can we turn that into an extra revenue opportunity, so that I am now I'm consciously engaging in the risk that developer is taking, and I'm going to be renumerated for it. So structuring a deal where, okay, if what we can do here is you can pay me on time. And that means you pay me at the beginning of every month, and we're doing like a kind of flat billing method or subscription billing method. And we're not going to start any work until we've got the fees in and that will cost you, let's say 100 grand to do that. Or, I know that you in our conversations, you've told us what your business cycles are that you haven't got liquidity at the front end, or the soft costs, we can postpone until here, when we get approvals in place, and then you'll be able to get more money out of it. And we're going to charge you 150 grand for that service of us being a bank, basically, we're going to cashflow it, yeah, so that becomes a little bit of a different way of sort of approaching it where we're now we're starting to preempt it and preempt the cycles. Or you could take it even further to it being risk, we've got one client who she takes a base level of pay from the developer upfront, and then she'll get paid on a bonus structure per unit per, per what they can get onto the site. Now she has a very specialist niche where she understands a very specific part of her community and town and is very confident has even been involved in actually writing zoning laws in the in the area. So she it's not she knows she knows the risk that she's she's taken to bear to do that. But then she gets paid, you know, maybe two and a half three times more than she would what she would have gotten paid she's protected herself with, with getting a base rate that's coming in, that's on a kind of flat billing subscription model, we like to call it where no one does any work until the money's come in. From and it's paid upfront. And that's what we do. And we have that as a conversation at the very beginning. You know, we do a thing called the permission step in the sales conversation. And one of them, one of them is you say, two reasons why some people may choose not to do business with us. Number one, we're very expensive. Number two, we take x amount of fees upfront, and we build like this, but either there's gonna be a reason for us not to continue this conversation. And so it's it's right at the early stages of a sales negotiation. And it invites the objections there and then, and then it's there. It's tabled. And you don't have to answer everything now. But you've kind of you've thrown that out there. And you can gauge what the response is. And if it's a complete deal breaker, then you're now you're in a situation, where do I want to do much you want to work with this kind of person, then because it's such a risk for us to take on these kinds of projects not get paid, when we're not getting paid by this one client. That means that we can't hire we've were mucking around, it's draining resources on the team. It's stressful, where no, we're not able to, we charging interest on it. It's just a whole big issue where that energy time resources money could have been spent working with another client or finding other clients who would be more profitable, more efficient for us. So that that kind of principle of in the negotiations earlier upfront, to have that conversation to bring it up. And to have a kind of, it's not always the pleasant part of the conversation. It's very hard and it's, it's, you know, well, we'll rehearse these conversations with clients, like we'll sit down with them and that's great and, and do them so they're practiced, and then you know, we're throw curveballs at them. What happens if they say this? What happens if they say that and just practicing it gives a lot of kind of grounding and confidence and then people can, you know, they come back the next week. They're like, Oh, my God, I did it. And I said it. And the developer looked at me and said, okay, all right. And that's it now, and then we've got it. And then but then that's only the first part. Because now we've got to reiterate this mechanism that we put in front of a payment schedule, and keep training the clients to it. So we have another thing called expectations meeting. So before the project actually begins, we have another meeting, which is going through the agreement that we've already we've come to how the payment schedule works. Ideally, we're divorcing the payment schedule, from deliverables, okay, so that we can continue to always notch on and get paid, which means that the project keeps its own pace, and it keeps the client under under control, we have another client who invented a thing called a completion bonus. So this is a practice up in on the West Coast work with lots of high net worth individuals, and kind of they were riffing off this idea, this idea of making sure we get paid on time. And they negotiate a percentage of their fee, which gets put into an escrow account, every time they receive income from a client on a particular project. And so they might take, let's say that they're charging their child around sort of 15 16%, quite high fees on kind of, you know, beautiful $5 million houses and above, on that northwest Pacific Coast. And now take a kind of a slice of that 16%, maybe 1% of the total construction budget, and put it into an escrow every time the client pays them. And they call it a completion bonus. And at the end of the project that the client has behaved themselves, and has paid them on time, and they haven't had to chase for any bills, if they've given them permission to publish the project and take photographs, if they've done made decisions in a timely manner, then they get that money back. Yeah. And often the clients totally forget about it. And he was given an example of, you know, they came to the end of the project, they wanted to take photographs. And the client said, Nope, we want absolute privacy. We don't want anyone taking photographs of that. And they were like, you might remember our completion bonus, we've got quarter of a million dollars sitting here in a bank account for you. We're gonna hold on to that, then you've you're forfeiting, what time do you want the photographers come around, we'll make tea for them. But it's kind of like, the important part here is to negotiate and to identify the leverage the leverage points that we can have with the with the clients and also to stick to them. Because that's the other difficult thing. I mean, I always remember it Rogers, they had one partner whose sole job was to enforce contracts. And he was a he was a bulldog. It was absolute Bulldog. And I remember we worked for worked on a project. And the client didn't pay. And he just stormed downstairs. And he said, Nobody touched anything to do with this project until they paid, go outside, go walk along the river. Coffee, we're not doing anything until the client pays. And it was that was like, right, you know, and he had a, it was him. And he had two lawyers on his team. So it was very, you know, kind of through.