How has that helped you as kind of, I guess, your business and also from a kind of personal perspective?

It's been, it's a blessing in the curse because, you know, when...

You know, when you're meeting, you know, when you're starting a new project and you've got the chief exec of the council or leader of the council or whether if there's a major headache or a problem on something, it can be a case of where's Tim? You know, can we get Tim on this or where's Tim on the where's where is he? Almost like people can forget that there's a massive, brilliant, way smarter team that are doing things, making all the good stuff happen.

And so that's the curse of it, I suppose.

And as we've expanded across the UK and we're right the way in the north and right the way on the south coast, then that is harder as well to manage because you're physically trying to be in more of those places at once.

So that's the tough thing.

But the benefit has been, yeah, the ability of our growth.

Yes, that's what I

Yeah.

There's a lot of those people, isn't there? That's it.

I think people generally speaking, they do want to do good things, but they just sometimes just lack an ability or gravitas in order to make it happen or they lack the...

the rigor that you need and the energy and the graft that you need to make something go.

And they can be slow, but that's just the public sector process.

And so for us, the way that we've got around that and our sort of constant need to feel like we're making progress on all fronts is by having lots of different projects on the go, even though the public sector might move slowly, there's always something for us to be doing on each project.

So by having, you know, because we're in, we're all the way down in Plymouth, all the way up in the northeast in places like Sunderland and Gateshead and Middlesbrough, but places in between, you know, the Midlands, Wolverhampton, we're building an entire new town in Cambridgeshire.

it's not a small company,