And what does HR look like when it's truly aligned to business performance and outcomes? Give us a vision of, of what that looks like.

Well, when I work with CEOs, um, the first goal is to really understand, and in some cases help them build a roadmap, a five-year roadmap for where they want their business to be, whether that's an exit at X dollars or at X date, whether it's they wanna be in multiple states, international, expanding product lines.

What do they want their revenue to be? It's really, really important to know what that end game is, or at least their long-term game, and then work backwards from that.

What is the strategy and the levers to be able to get us there? A couple of different things.

You know, one of the key elements that I see missing so often, we spend a ton of money on pay and benefits for companies, and most founders see that as an expense.

And it really can be the biggest lever of behavior drive and productivity, performance, profitability, revenue in any company.

I'll give you a couple of examples.

How does talent strategy impact valuation and deal success?

Yes.

And so that lack of business savvy that our kind has had, and on top of that, the lack of savvy that CEOs have about the impact.

You know, you go to a MBA class or sit with an executive team or sit in a round table with a group of CEOs, and nobody talks about this stuff.

We talk about marketing and how important it is.

We talk about sales leads and how important they are.

We talk about having good financial reporting.

We don't really talk about human systems.

And one thing I would add to that is I think sometimes the organizations who maybe start off and they'll ask that question at the beginning, but then as time passes, if somebody's been with the organization a while, they might not ask that again, and maybe those have changed a little bit, and maybe somebody's passions have kind of evolved, uh, where they could do something different for the organization and still help them.