And then the other thing is now you have your investors and your board saying, Michael, what's this thing look like three, five years from now? How do we protect our investments in this company? So between Dealing with the customer's shifting mentality and dealing with investors, what's keeping you up the most at night?

It's interesting.

Again, I think it goes back to the rate of change.

And for me, it's like, I feel actually kind of remarkably comfortable about those two questions right now.

Yeah.

Not to be the point of arrogance, but to understand that, okay, I know those are the two most important questions.

I think about them every single day.

I'm

But just to bring that to life, how would an organisation measure that in practice? And what would tell a CEO that their company's expertise is genuinely becoming more valuable over time? Because, again, it feels like a real opportunity here.

Yeah, I think firms have to look beyond the traditional productivity metrics.

And historically, these are things like margin, utilization rate, billable hours.

And those are obviously still very fundamental to... driving the metrics of the business.

We're not suggesting that those are unimportant.

What we are suggesting is that there's a new level of metric that is important and really to look about how you're driving revenue growth, how you're creating new opportunity from these tools.

I talked to one client recently where they've started to obviously leverage these tools to drive revenue growth.

And for any professional services leaders that could be listening to our conversation today, any practical steps that you'd advise that they take to start capturing that institutional knowledge and making expertise available across the business and also measuring whether AI is creating a sustainable commercial value? Any tips or advice just for anyone wanting to get started there?