Or actually does necessity push, you know, in- invention and innovation?

Mm-hmm.

I, I, I think it's more of the second.

I mean, I, I think people learned a bit from COVID, and so maybe the, the doom and gloom has, uh, have been tempered a little bit by that experience.

Um, there will have, there have obviously been some early victims, you know, people who are operating airlines who were right on the wafer of the margin, and the oil price situation was the last straw for them, for them.

But actually, you know, the airline industry, e- everything has to keep ticking at the end of the day.

Um, we haven't seen...

Yeah.

But where else might you suggest we look? That's the kind of question I'll get.

Yeah, I think there are always things that are worth looking into by basically building models.

I mean, there are unlikely to be very obvious unnecessary costs.

I mean, it's the unobvious ones.

So, for instance, distribution modeling, looking at the total cost of distribution in terms of what you're paying for payment processing, what you're paying in marketing, what you're paying in distribution fees, what you're paying incentives, and building a model of the distribution network that allows you to understand where you're distributing efficiently and where you're not.

Looking at your distribution contracts, there are a lot of airlines out there who have freedoms within their distribution contracts that they sort of believe they should have on principle.

But when you actually look at whether or not they're using them and they're paying a premium for these freedoms, they're not actually really differentiating content.

And I know that over the last year or so we've had two or three examples of airlines that we've worked with who've gone to market at renewal time and ended up staying with their incumbent supplier but on substantially better terms