[laughs]

Like, you have to establish trust, and that's, and, and our reputation of, of, you know, over 27 years, inc- if you include Bob's early beginnings, um, is what has s- set, set those relationships up.

And even when there's turnover, even when the old guard is changed out with the new guard, they generally pass along their contacts and say, "Nomadic, these are the guys that we use," because, because there's trust.

So as far as, you know, we don't actively s- have a marketing budget anymore because, uh, we're kind of a household name in this very niche business.

Um, and, and remaining that way just means performing well all the time, but how does it come in on a day-to-day for us? My clients are 80% lessors.

So when I say aircraft lessors, you're talking about SMBC Capital, AerCap, Castle Lake, AirSale, um, Macquarie, uh, you know, ACG, ACS.

The, these, these are, are primarily financial companies.

Yeah.

Yeah.

So they own assets, or they owned older assets, and then they just put out, like, an RFP and try to sell those assets but still keep them through lease contracts after the fact.

So that's a way to just inject some cash into a company and turn a liability into a fixed cost and a lease on the books.

So a lot of that happened.

I don't know how many they owned in the very end.

The thing that we identified early on with this first customer is that the landscape, the actual logistics to pick up the airplanes, it changes every day, right? These airplanes, especially the newer ones, fly all the, like, 20 hours a day.

May- you know, maybe 22 hours a day.

It's still alive.