So I ask you as MNRA, where do things stand today? And what levers as MNRA do you control to try to move the numbers for retention in the right direction?

Yeah.

Well, let's talk about the macro and then we'll go into the micro.

On the recruiting front, 22, 23 were very tough years.

But 25, 26, crushing it, knocking out of the park, Navy and Marine Corps both.

And what do you attribute that to? Two things.

One, I truly believe the president and SecWars focus on this war fighting first culture has reinvigorated why people serve.

Yeah.

You know, I'm curious how, you know, how you're taking a very, like, strategic vision but then a tactical approach towards making it better, right? And it can always be better, but certainly, you know, we have a lot to work with here.

Yeah.

I mean, incentives absolutely matter.

And increasingly over time, the patriotism premium has gotten higher and higher for those who choose to, to serve their country and their government.

I, I use the shipyard example in, in some of the things that we've tried to do recently to kind of s- bridge the gap.

You know, up until a couple years ago, uh, it was in some cases better for someone, say, in Pascagoula, Mississippi, to actually work at a Chipotle across the street than be in the shipyard because the wages they were paying just weren't competitive with the market.

And so we had to figure out how to, how to incentivize them and, and make sure that they were getting paid what they were worth.

Um, curious how you're kind of thinking about that piece of the equation instead of one size fits all for, for the entire workforce.