So yeah, it's been, it's been very, uh, it's been a very positive thing so far for, for, for me and for us

Think, um, just, just to build on what Alan was saying as well.

It's, um, it's, it's interesting actually.

So when, when you typically prepare like an investor memorandum, so your IM for, for the private equity guys, um, it almost reads like a, um, like a well, well-crafted business plan.

Because effectively what you look at when you start looking at the, the individual items that these guys are typically gonna be looking for, you think, "Oh, actually no, we, we need to tighten this up.

We could do tightening this up." And it just makes you just reflect a little bit more in terms of how the business is structured and what you should be doing, what you could be doing, and what would make you more attractive.

So again, just, just to build on what Alan was saying, um, if you look at clinicians and as a, as an example, if you're a one or two-man practice, it's gonna be much more difficult to push and promote because like Alan says, if something does go wrong, all of your equity from the, from a PE perspective is in that individual.

How about, how about the, the, the compensation structures of, of doctors and ophthalmologists? Do you think private equity acquisitions affect physician, um, compensation? Do you think that there is a significant amount of consequence to it and changes or not before and versus after an acquisition?