right

well and you bring something up you know you you referenced having a board you know most closely held companies i would say 80 to 90 percent particularly if they're family-owned either don't have a board or they have a board that is you know family members or other kind of inside trusted advisors and and they don't truly function in a board capacity around um not necessarily from a fiduciary perspective, because that generally isn't the case unless there are minority shareholders or broad family shareholders.

It really is about bringing people to the table that have perspectives and skill sets that can help direct the company, influence decision-making, all within the realm of how are we creating shareholder value? That's why we're here.

I mean, it's, it, you know, it's somewhat sounds, it sounds a little trite shareholder value, but that's what creates opportunities and growth and capacity to, you know, take on new ideas, right? You know, if you have a healthy growing business with, you know, a scalable organization and the and a relatively deep bench.

I guess no one ever has a fully deep bench of first-round draft picks, but a deep enough bench that you can take on new ideas, which, you know, then you get a flywheel going that can really create momentum in a business.

But you have to do the hard work, as you mentioned earlier, of laying the proper foundation.

And, you know, I was going to comment on this.

Where do you typically see the lowest hanging fruit when you first engage with the business?