Do we outsource our scheduling to a specialized third-party firm or do we spend the overhead to build an internal department? What do you think of the heading costs or trade-offs of both models that people don't talk about?

Yeah, I think I can see it from both perspectives.

I think what I see is that depending upon the nature of the project and the expectations of the client, that can sometimes drive this conversation.

If you've got a big job, a couple hundred million dollars or bigger, and there's an expectation on the customer side that there's going to be a really good, strong schedule, you may not have the in-house talent or resources to manage that.

So I can certainly see why you may need to go outside to get a third party.

And that's fine.

I think that what I say there is that make sure that they want to have that same involvement.

yeah definitely and now let's talk about retaining and attracting good talent because i feel like that's the the bottleneck that the whole industry seems to be in right now and i want to start with the classic remote versus hybrid versus office uh debate because it's it's pretty important when it comes down to like keeping people on site and hiring people like what the strategy is so obviously i know that construction is inherently a physical industry and the scheduling you know on the flip side is entirely digital to to some degree so there's a big push for remote work right now from the candidate side but obviously clients owners they want people on site so do you think schedules can actually be at an elite level if they're 100 remote or do you lose all context if you aren't physically walking the job site