I

couldn't agree more with Dave as it relates to this particular point.

You know, I've talked a lot about the need for having the pharmacy leader, you know, be at the table and have a seat at the table.

I don't mention that thinking that just having a seat at the table is going to ultimately solve the problem.

You know, I think there's obviously there's a mindset change that needs to happen for pharmacy leaders and mass as it relates to having that opportunity to be part of those conversations.

And it starts with exactly what what Dave mentioned earlier as it relates to an operational mindset.

know if you're leading a health system pharmacy team you're responsible for thousands of doses going to patients each and every day you know five to seven opportunities for each of those that's you know over a hundred and twenty five hundred fifty thousand opportunities for error that you might be managing in any single day and so that's a lot of systems a lot of people a lot of policy decisions it can be really easy to focus on the operational aspects of pharmacy and in most health systems that's exactly what a health system executive is expecting from their pharmacy leader and so when you're in that mindset having the conversation about growth taking on more volume can lead to a lot more anxiety as opposed to really looking at it as an opportunity And I think once you transition a part of that mindset towards being more entrepreneurial and really seeing growth as an opportunity to take care of more patients, to provide better care, to open up opportunities for sustainability for health systems as it relates to revenue opportunities, I think that's when you're able to really almost kill two birds with one stone.

Even if you aren't convinced you need a building today, let's dive into like what that would look like and start to put some numbers around it.