So so I'm curious, you know, you as you as a coming in as a in a CFO role, you know, presumably as a leader having to kind of maybe sell this a little bit to owners like where did you start that process and like how did you what was the case that, you know, the business case that you made for it?

Well, I think the simple start was that second day when the consultant, because the two brothers that own it were also in the room and they heard him say, yeah, I'm retiring in two years.

But yeah, but on top of that too, as we started talking five, 10 year plans, I just shared with them for us, the biggest piece that we need to solve or resolve, however you want to say it, you know, our lifeblood is the production management, right? We have a production manager who's, he's been here 27, 28 years.

He's great at what he does, and he knows how to do it hands-on.

He could do it on the back of an envelope.

The problem is, how do we make it more efficient for him? Because to John's point, ERP is not an accounting software.

We have all those parts, but one of the pieces is, okay, if the production manager is going to put out the shop order so we can get products made, Well, that's got to trigger something in purchasing.

Sure.