But how are you guys ensuring that they actually create long-term value? It sounds like you've done a great job of that, but I think that's always a concern, right? You kind of front load a project and then you just kind of hope that it's going to work out the way everybody says it is.

Yeah, I mean, look, there are some traditional ways to do that, like having clawbacks.

That's all well and good.

But I think as a general rule and for anybody who's a practitioner who's watching this, one, definitely incentives should be pay for performance.

It's just cleaner for anybody.

If you're going to get an incentive, let's take the digital media incentive.

You can apply for it on a quarterly basis, but you have to show the receipts literally.

upscale people? Are you able to attract new workers? I mean, just talk to me a little bit about that whole process, because that's the lifeblood of every community.

And, and- I mean, is that why as a whole, like, the US hasn't done big stuff, you know, in a, in a long time?

Yeah, I mean, Dane, there are a bunch of reasons why we haven't done big stuff, and they're all systems issues.

So to name a few, one is coming out of the moment of Robert Moses, when he left the stage, I think in the '70s, we put in all kinds of legislation to make sure we can never have another Robert Moses.

We overcompensated, and now we've kinda given project vetoes to very small special interest groups.

So there are kinda regulatory hurdles.

The political hurdles now are manifest.

In a duopoly, you never want to help the other side get something done because they'll take all the credit, and so it's very difficult to cooperate.

Right.