That's

a super good question.

I think about that a lot.

So when I started Pacific, my wife actually previously had introduced me to her previous boss.

Great guy, we have a really good relationship and kind of, I felt, maybe out of fear, felt I had this blind spot in You know, I can absolutely go obtain work, collect work, run work, run the company, run the team, but have this blind spot in kind of the higher level financial depth of maybe like the CFO type role of, OK, I don't have those skill sets or maybe I have.

I had at the time a version of those skill sets, what I thought was necessary, but really how to read a PNL, really how to read a balance sheet.

And what is a balance? What is, if I'm reading a balance sheet, what does it really tell you? And so, you know, starting this business, I was like, well, I have those blind spots.

100 so as we get ready to close here here's one where i want to land the plan i mean even my mind i feel like mentally i have like 20 tabs open and i'm like okay all these different things but here's here's where i want to go with this specific piece is the 20s have been quite the whirlwind i mean we have a pandemic and obviously the close down and just the way the market's been there's been a lot of political stuff as well the economy we got tariffs we got an iran war we got all these just moving pieces and the reality is obviously there's still always opportunity there's still money to be made things like that but i'm just curious your general thoughts how are you looking at the market in the outlook whether it's in this you know the rest of this year as well as into 2027 and years beyond and yeah that piece and then how how are you adjusting or allowing for the infrastructure to evolve to hopefully ride you know ride with with the waves versus against the waves