What are some examples of challenges they're trying to solve?

Yeah, I'd say my ideal client probably, I don't want to say it's like a certain number of locations, but largely it's, they've built something real, right? It's probably going to be between two, 3 million up to, I don't really have a top side limit.

I've got clients that do 40, 50 plus million in revenue.

So, but the reality is those single, you know, those single shop, owner has the same financial blind spots and oftentimes as the mso um they just a lot of times they feel them faster right because there's there's nowhere to hide uh because you don't have 50 locations to kind of cover you so um both of them really need more uh in my opinion financial sophistication than their bookkeeper provides and the reality is that neither of them can really justify a full-time CFO at $250,000 a year.

It doesn't work in the model.

So that's really the gap that I'm stepping into.

And that's what my client looks like.

What are some parting truths about the collision industry that people don't talk about enough? Where are our blind spots today as an industry, aside for the question mark that we just beat up ad nauseum there?