No, no, it's it's like you said, it's it. It is like a cancer. It's its tentacles has gone. It's so deeply embedded right. Now, here's the thing with the architectural unions, because this has been a this has been a conversation recently. Right? It's like, let's unionize. This is the solution here to getting better wages for professionals who are in the architecture into this have unions right? Now. What I've discovered about life, and I'm gonna back up just a second here, right, is that when we're in a level of comfort, it's extremely difficult to want to push ourselves to grow. So just consider the principle. So there's a principle that if I'm comfortable at a certain stage in my life, whether it's the comfort with my health, whether it's comfort with my finances, my natural human pole, is going to be able to want to sort of rest on my laurels. This is just the natural because we don't, we don't really want to have to work super hard if we don't really really have to this is kind of a part of all of us. Now to a greater or lesser degree, some of us overcome that by we want to be high achievers, and we're always growing etc. But just in general, that human nature is there's this universal law of entropy, right? Without continual added energy, a system tends to devolve. And so what I found, Ryan is that when I'm at a certain level of comfort, it really takes something, it takes an enormous amount of energy to push myself to a higher level of performance. Okay? So this might be for instance, in my health and fitness, right? So I consider myself reasonably healthy. I went down to the gym the other day, and recently hired on a personal trainer. And I was planning on working out and just doing my own workouts like I have for the past several years. But that, you know, I haven't had a personal trainer in a while. Why not all Tyler, who used to be my trainer a couple of years ago, texted me, Hey, Nick, I'm back in town, we'd love to chat with you. So I'm like, well, let's give it a try. Right. So I went down this past Friday, went down to the gym. And Tyler gave me his assessment. And what was interesting is his assessment was all based upon mobility. Right? So he, I'm 45 years old now 45 years young. And so he had me do these different mobility kind of stretches and poses and, and, and I was just I was exposed, I was realizing how lacking might because I sit all day. So my, these, these muscles along the front, the hip flexors are extremely tight, my groin is extremely tight. I mean, I'm on the way to a hip replacement, because I sit so much, right? Now, what does this have to do with comfort. So the idea is that like, it would be very easy for me to sit in my office every day, and just I'm very busy. I have six kids, we have a business to run. I'm involved in my church, I mean, I got a lot going on, it'd be very easy for me just to rest on my laurels here. However, there's something inside of me that I'm looking ahead to the future and saying, You know what, I don't want to have a hip replacement when I'm 50. I want to be able to have flexibility, mobility and strength long into my future life, right. Now, what does this have to do with the idea of architectural units, we'll consider that as architectural practice owners, if I'm a practice owner, it's very easy to maintain the status quo, and what's the status quo. It's what we've paid people in the past. It's the business practices that we've paid people in the past. It's the kind of marketing that we've done in the past. It's the way we manage our finances based upon how we did in the past. I mean, I was just talking with a firm owner just today, as a matter of fact, it was a younger guy and his wife took over a firm from the founder, and the way the founder ran the practices, the old school way of running architectural practice. It was just by the sheer force of work, everything was in his head. And he worked long hours, and he was a workaholic. And he probably undercharged a lot, right. But he just pushed forward his practice and had success based upon the pure energy and time that he sacrificed in it. Well, this firm on a couple of document like, we don't want to do it that way. We know it's possible to set up a business, with systems with people with processes, such that you actually firm owner, you actually get freedom, you don't need to sacrifice your life and everything on the altar of that. Alright. So the point is, is that the status quo has a pole, the status quo, its inertia, right? The inertia, that's another one of our laws of physics, there's this inertia of an object at rest wants to stay at rest, and an object of movement wants to stay in movement. Right. So with architectural unions, what they do is architectural unions are actually putting pressure on firms to raise fees. Okay. So the pressure to raise fees, sorry, not to raise fees to raise salaries and compensation for employees, right. The pressure to raise the compensation for employees, it can be internally produced, or it can be externally produced. Going back to my fitness analogy, my desire to actually improve my health and get my my body mobile and functional. Again, it can either come from my initial like my internal drive to do that, even though I'm comfortable now my internal drive to to be healthier, and push myself or it can come because of some tragic health thing that happens in my life, where like, for instance, I pull my back out, and then suddenly, I realize how out of shape I am, or the doctor diagnosed me with type two diabetes. And suddenly I recognize Oh, should I got to make some lifestyle changes here. So if we look at this principle, the fact that we as human beings, we want to stay in the status quo naturally, and to be able to break out of the status quo, two things, usually two things will happen. Number one, something disastrous happens that causes us to want to make a change because it's so painful. Or we're proactive because we see the benefits of where we could head and we want to avoid that pain. The latter is very, it's rare. It's rare, right? The number of practices that actually want to improve and change, to be able to proactively change their business practices is very small compared to the practices that wait until the recession happens. The wait until someone dies that waits until an employee leaves and suddenly they realize Oh, my goodness, I have to make all these changes. Okay. So the way I see the architectural unions is that their response to The fact that architectural practice owners have not of their own initiative embraced better business practices to become more profitable to become more financially abundant. So they can afford to invest in their employees, they can afford to create the best culture so they can afford to be highly paid. Right? There's this there's this false narrative in the architecture industry, like you mentioned, right at the beginning this podcast, that as an architect, we don't get highly paid, we can't get highly paid. And so it's a self fulfilling prophecy. And so what unions are doing is they're coming in, they're saying, Okay, we're gonna apply some outside force, that's now going to force architects to actually have better business practices. And that's fine. If as an architect, if that's what you need, if you need to sit and wait until a union comes along your employees band together and demand higher wages, well, that's something you're going to have to it's going to have to happen to you, right? However, it doesn't need to be that way. Right? The unions are a solution to a problem that shouldn't exist. If we were more aware of the way that we're running our businesses, our practices and the impact, that are poorly managed in a poorly run or a practice that isn't using best practices, the impact that it's having on our lives, on her family's on our health, on our well being. Architecture would be a very different profession. But we get a bit of, as you mentioned, it goes back to the cult of design, we get a certain amount of self righteousness, don't we, Ryan? About design, right? So instead of making the money, because we find ourselves incapable to be to make a lot of money financially, or we have stories about the morality, the ethics of money, well, we need to feel justified somehow, in what we're doing. Every human being wants to feel justified, wants to feel righteous wants to feel like they're right. And so we rest our laurels. On this idea of design, which has become, as Ryan mentioned, a religion it's become a cult, the cult of design. And this cult of design, if it's left unchecked, we're seeing the symptoms, because 20 years ago, when I was first starting out in architecture, even at that time, we were having the architectural profession, what architects do, began to be eroded by other paraprofessionals coming in. Now, what's interesting, if you look at some of the other industries, like for instance, I'm thinking about law. In law, they have paraprofessionals, right? So you have professionals and you have paraprofessionals, in in medicine, you have professionals and paraprofessionals, a professional would be the doctor, the paraprofessionals, would be the physician's assistants, the nurses, that the medical technicians like everyone else that doesn't need to have the doctoral degree. In, in, in law, we have the attorney that has a law degree and the licensing, and then under them, we have a paraprofessional, which would be a paralegal, right? So ultimately, it's it's these are these are industries that have responded to market forces, by making the business itself more efficient, right, because we know if you have a highly paid architect, doing something that an intern could do, that's an inefficient use of resources, right? However, an architecture just to put to put forth another point here is that architecture has no route, there's no there's no proof. There's no pair of professional route in architecture, for better for worse. So the conversation needs to happen. Because the way that architects become trained, is they go through internship, they go through their their licensing exam, then you become a licensed architect, right? So it's almost like you have a hospital where everyone's a doctor. Even the janitors are like on the track to become doctors.