So you're saying I can suddenly, I can ask my people to do more, not, not more of the same, but things that they never got around to doing, maybe increases sa- satisfaction, maybe, um, assess the kinds of tickets and go fix processes from them.

Yeah.

And, and, and identify as well, you know, what would be the, you know, beyond going to, uh, you know, solving the problem, what would be the, the additional services that could be, uh, interesting for the c- for the client based on, you know, what has just happened.

So that's, you know, so that's the gain or the dividend for the, the, the...

That could be the gain or the dividend for the client.

Then the dividend for the company is, of course, okay, you are able to deal with more tickets, but what are, uh, what are we learning from these tickets? Because if you learn, if you are just, you know, uh, delivering more treatments of tickets, but you are not learning from these problems and, uh, fixing the root cause, that's also, uh, you know, uh, an another, another problem.

So how can we benefit from, uh, this, uh, you know, at a larger scale and not just, uh, an individual basis but on a collective basis? How can we, uh, benefit from this additional, uh, you know, uh, services and, and productivity that we are able to deliver? And from the employee side, what we are looking at as well is now training and learning is part of, uh, the day-to-day activities.

Are you able to capture that and recognize and actually formalize that?