Yeah.

Yeah, yeah.

So Andy, I was, I was telling Ryan, 'cause that was obviously such a time of uncertainty, and you had a lesson that was around, you know, the Messy Middle, and we for about 60 weeks, 'cause our company was very much an in-person company.

We're a company that believes in culture.

We hire entry-level employees.

We promote from within.

We're a very organic story.

Yeah

Again, how are you doing this?

this?Yeah, I, I would say, um, you know, the, the number one thing that we thought about when, when considering expanding was how will we bring our values and our culture somewhere else? Because that is, it's a little hard to say, "Well, this is working here in, you know, North America.

Is that, is that gonna resonate with people?" But I think, like, a good learning that we've had is, like, when you just show up and care for people first, like, I think that resonates everywhere.

[laughs] And so, you know, we're not building an offshore facility for our customers to be low cost.

We're building it to really provide our services, and there's an incredible amount of technical, capable people that, that, like, in India, I mean, the training there is exceptional in terms of technical development.

So we were like, "We have to go there to get the global talent that all of our customers need, and to take great care of these people." And I think that, that philosophy is one that we're trying to bring to as many of our customers as possible because it just, it, it really is, you can still show up and take care of people no matter where they are, and it, it, it'd still be something where there's savings there because just domestically, that, the, the economy is different.

Huh

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