And I think one of the things you were talking about is that the managers actually have to spend and allocate time to managing the people and training them to do it.

Yeah, I mean, it sounds obvious, but managers have to make time to manage people.

And because the people in our team who are becoming the heads of department have a background in deliverable, they turn their hands to a project.

And the same journey I've been on, if you're overseeing projects within a bunch of people, you have a tendency to, oh, I'll just help with that.

I'll just do this.

But then when we looked at the data at the year end, our heads of department were spending about 60% of their time delivering projects.

Now, that's not necessarily the end of the world if they're really important projects, but does that mean that we're neglecting the team under them by not making time to work with them, to develop them, to talk about their career goals, to talk about their skill sets and training needs and really spend the time with them? So we're putting in things like monthly one-to-ones that happen, like clockwork.

So where do you see the business going into the future?