conversations

with the insurance payers.

So those things alone are allowing us to change our economy from a R2P economy standpoint, adding more cash, getting more into diagnostics, getting more into screening and assessment, getting more into wellness, getting more into potential services that are not covered by insurance, do not fall under a medical necessity lens, but also allow us to deliver things that we feel like are allowing us to practice at the top of our license.

Those all play into the financial side of things.

And that allows us to also be competitive on the secondary side with staffing, right? So it's no secret that if you can't control your internal economy, it's very, very hard to be competitive as it relates to attracting people.

Now, I'm not saying that's everything, but there's probably a certain floor that you need to have from a total compensation standpoint.

And I say total comp because it's not just salary.

Do you get a lot of people doing, going through that residency and what have you seen?