But what do you think makes great leaders great at what they do?

You know, I think at the end of the day, what I have learned as time has evolved is that there is a connection between who the individual is personally and how they lead.

And even if, of course, I completely appreciate that you have to be a little bit mindful of how much of yourself you share.

You know, I know there's some that say, "Oh, you have to kind of be completely transparent," and, you know, I, I can appreciate that in some settings you wanna be discreet about maybe some things that are personal to you.

So that's not what I mean in terms of who you are.

It, it's not about sharing every detail about your friends or family or where you spend your social time.

But it is your core values that are gonna shine through, and that is something that if there is a conflict between who you are personally and the way that you are trying to lead, that's only gonna...

But for our audience who haven't heard it from you, can you maybe just take a couple of seconds and, and share your perspective on what that looks like?

hmm.

So we became a bridge for that.

But that's not how we continued to grow.

Once we started to get our sea legs under us, we were looking for practices that aligned with our clinical vision as well as our overall business mission and vision and grew to over 275 locations.

And took on private equity, which I know a lot do.

That was a good experience in a lot of ways, but it also had...

It does start to dictate a certain expectation of growth and it dictates a certain focus on... you know, that kind of corporate structure, which is important.

But how do you get buy-in from clinical providers who have this training? and how do you really deliver that why to, to, to them?