How do you actively assess the team's pre-deal in a way that is not invasive to make sure they're the best people to lead the business forwards? And then Jonathan, I've got a separate but slightly different question for you afterwards.

Thank you.

This is a tough one.

I think one way to do it is we certainly look at the org chart and understand who the linchpins in the company are, how flat it is, how many people report to somebody we've never met, understanding their backgrounds, how they've come up.

We want access to them to some extent, and that's an important part of the process for us to learn.

who they are, you know, how scalable they might be.

So there's a whole kind of question around, I'm thinking very much on the delivery side, that how scalable of a firm has that person been at? And, you know, I think in general, it's important for our management teams to know what great looks like.

It could be products they deliver, but would love your just final remarks on that.

And he said that if we stay at the current pace of conversion, we're not going to have this work done by 2050.

We know that there are about 400 cesspool conversions per year, and I think that is up quite a bit.

We were getting quotes, but not really accurate information from Department of Health wastewater branch years ago that it was over 200.

And so there's been an increase in the rate, but that rate needs to go up by like 10 times.

In order to meet the mandate of converting all cesspools by 2050, we have to be doing over 3,000 cesspool conversions a year.