Let me give the example of the housing p3 Here at App State. So Dan Layzell is in the room, I hope he doesn't mind me talking about this. So before his time, it was That's true. Before before Dr. Layzell, the university knew it had a housing issue knew it needed to replace aging inventory, and attempted to do so in a sort of in a piecemeal fashion, they issued bonds, tore down a residence hall, but then couldn't replace it in a cost effective manner. And so they knew they needed a partner to come in and do it at scale, in a way that allowed them to change the sort of design guidelines that they were following, to just provide a much more efficient product. And so it was important to know what App State could deliver a housing project for themselves at the outset, because we were innovating the p3 structure here in North Carolina with that project. And so when you go for state approvals, you have to be able to say, this is the benefit that this is generating, right? We know what it would cost for us to do it. Because if you don't have that data set up front, it all becomes ex post facto, right? You really have no idea what the value is, or, you know, people can come back and say, Well, you know, you could have done, I could have done that, right. But it's not a sort of intellectually honest way to look at it. So you need to do it, you need to do the mental exercise up front. A nd when you know, when the housing p3 wrapped up, at the end of the day, it was a significantly less cost per bed than the university was able to do themselves. And there are a variety of reasons for that. And I'm happy to talk about it anytime. But we had that number for self development from the outside. And we could benchmark against that the whole time as we were making the case to the state and other folks