Mm-hmm.

And to try to, to Jason's point, to try to staff 200, 300, 400, 500,000 square feet on a dime is becoming extremely, extremely burdensome.

But even if you could, you'd now be faced with you don't have anyone that has the understanding of the subtle nuances of how that building came together, those sequences of operations, what's in the walls that you can't see that commissioning maybe ran up against and, and had some struggles with.

And so having that exposure is extremely critical.

And so that's...

We've been very fortunate to have, uh, you know, an executive leadership team that supports that process and allows us to incur some of those expenses earlier than we typically would because they understand that that experience and that exposure is absolutely critical, right? Um, you know, b- in terms of access to funding- One of the things I think that's made us so successful is that as an institution, we've kept the, the overall strategy and the mission front of mind, right? Because when, when you develop a mission like that, it's one thing to look at the strategic aspect of the mission, but you also have to look at the day-to-day, the real in the moment right now aspect of what could potentially step in front of your mission and try to derail it.

Because if you don't have those contingency plans, the mission's gonna be in trouble at some point.

Yeah.