But what have been some of your challenges as a business partner for an organization that just leaves a single leader in play and not having a team to support you? Oh,

so that's great.

So there was so much in what you said.

I actually made a couple of notes there.

to answer the question that you have right there.

When we see where it is left, I think that the main and one of the most important things is to start with the leader who is there, who's setting the vision, right? And to understand what are those strengths and weaknesses that that person comes in with and what is the desired outcome? Just like you said, if you've got a sweet spot and you know that patient access is where this individual is coming in, They may not want to be spending all of their time managing 16 or 20 different vendors, but maybe that patient action is the front end, or maybe it's mid-cycle or the end cycle that is their sweet spot.

And you set up what that looks like.

How do you handle working in multi-states, multi-legislations? Can you share an example of where the local knowledge became such a big impact for one of your partners?