I think when there's events that get added in and software that gets added in, then I think that question becomes even more valid of like, is there cross-selling and what's sort of the general perspective within the company on that?

Yeah, I can help with that.

As the person who leads most of the businesses that you're referring to, I'm definitely highly involved in how Ensemble handles this.

And I just want to push on the framing here a little bit because the phrase makes it sound like the point is to funnel a family from one thing to the next and sort of lock them in.

And that's just not how it works here at Ensemble.

What we've built is an open ecosystem and that's on purpose.

So the general manager who runs the school decides for themselves what product and service they want to use, whether that's something inside of Ensemble or something completely outside of it.

I'm curious about just sort of that decision for you particularly.

What are you seeing changes-wise?

I can start that one.

So the changes that I'm seeing inside of Ensemble are really quiet ones.

It's artistic directors who finally have health benefits and don't have to work a second job or the studio that gets to keep its name and its community involvement and its recital transition, but maybe has more reliable scheduling and fuller classes.

It's a reduction in the 1099s in favor of employment for convention staff and road crews and higher standards for safety and protocol competitions.

The best version of this is invisible to the dancer.

She just knows that her teacher seems maybe a little less stressed and the studio feels a little more solid.

What should I look for when I want to exit, when I want to eventually sell my company so that I can retire without losing the heart of my business?