So I would like to know from your vantage point at Kept, what has the playbook been for integrating an acquisition without losing what made that company or that product special? And maybe you could share just a little bit about how you came to be in the company there.

You know, I think first and foremost, I think the way our company looks at it is how do we acquire these companies and not lose the trust that that these companies have built up with their customers, right? So by acquiring these, we're actually giving that customer and that business a more scalable and bigger footprint nationwide, right? So if you take CarePro, for instance, CarePro is a huge leader in our industry with commercialized painting.

I mean, they do all the big brands, small brands, and they even do retail.

So when you think of retail, you know, like, Harbor Freight and so forth.

When you look at that, by us acquiring them, it gives them the opportunity to have the infrastructure to grow that business that they didn't have before.

And I think that's very important.

And not to mention, when you acquire a business, sometimes what happens? You have the fallout, the layoffs, right? We don't do that.

So it just if we look at potential market across North America, how many restaurants have this technology involved right now? And how big is this market for you guys?