What would, what would you say to that?

You've summarized it really well.

So growing businesses don't need and don't want, can't afford that full CFO, uh, five days a week.

And quite frankly, um, when you've got a really strong CFO with a lot of experience, they can cover an awful lot of ground, um, and build the right team within the business and design that team and orchestrate that team and make sure you've got the right people sitting in the right seats.

You can go a long way on fractional.

And also, with those smaller businesses, you've gotta think of it also from the CFO's point of view.

If you have a really, um, you know, a, a really strong and experienced CFO, there just wouldn't be enough for them to do full time.

And at, at that stage in your career when you've built up these, these qualifications, so this great professional foundation, what was the next obvious career move for you? And then my question is, why on earth did you choose not to take it?

Where have you seen the scen- what scenarios have you seen that really work for that kind of fractional piece to support an existing CFO? The CFO's CFO, as it were.

Yes.

Yeah, the CFO's CFO.

So it's really, it, it's quite broad actually.

Um, what we've seen is where there's-- So I'll give you some examples.

So where there's a volume of work to get done.

So recently, a business that needed to do 44 acquisitions very, very quickly.

... what's important to make sure that you get the value from those kind of relationships?