[laughs] We have all the time you need.

So, I know.

So no, I, I think there's a few assumptions.

I think if you, you know, if you go back to your earlier, um, you know, observation about where people say things like, "Well, that's work, and so that needs to stay outside of, of the building," right? I think that's a very, um, traditional, um, that's a very baby boomer-ish mindset.

And so from a generational standpoint, like, you can start to kind of see some, some commonality.

And put Gen Z on the opposite end of that spectrum, where they say, you know, work is a subset of life, and all the parts of my life must work together.

Um, I want to be thriving in all those areas.

[laughs]

So how should leaders be preparing this next generation, you know, to, to be staff accountants and how their role is not like it was in the past.

Yeah.

So, It is fundamentally shifting.

And so I think we need to acknowledge, first and foremost, this idea of us having two or three or four years to get entry level accountants, whether that's in a firm or in a finance team.

The repetition that they need to in the day to day work that will no longer be our our model for talent development.

We're already seeing that being completely disrupted.

So what what we what we.

What's different now?