As growth hit you and you charged up the headcount scale, what... strains did the company feel because you can't professionalize everything at once you can't suddenly have you know a people system a drm system a psa and all the rest of it you can't have all the subject matter experts that are needed for that size of firm so what strains did you feel and how did you overcome those

it's um it's interesting because there's actually parallels to the the lives of the customers we served.

And there's this collaboration challenge, you know, so as you, like you just mentioned, as you scale, you then have more friction between groups and, or let's say gaps.

And so somehow you need to connect people and, you know, the, the, the need for collaboration is almost exponential and it can either be a tax or a dividend.

And that's something we help to address with the customers.

But yeah, we felt it ourselves as well.

And you end up spending way more time discussing, okay, our view of the, let's say the finances in the system, why is that like that? Where did that number come from? Hold on a minute.

So tell us a little bit about about reacher if you would and what problem it solves

Rob, you did not bring the Ferroni players this time to head as like we had this great murder mystery last year and were they on strike? I guess they were on strike or something.

That was it.

There was the script union strike.

So we couldn't get the screenplay written this year.

I think, you know, there's a couple of things that stood out for me.

And one of them was the diversity of the human topic.

So people in the past have, you know, when you talk about people in PLM, and that was part of my presentation last year or the sketch, I talked about it's not just about the users and it's not just about org change management and it's not just about training.

But Rob, please talk about our experience in Nina's