 And they told me that, you know, when things are slow, you know, you might have to take a drive and go to your district office and see where your application sits. You know, sometimes that helps speed up the process. I talked to two contractors that graduated, did the same thing. Okay. All right. Now, so that's a piece to another point. So you actually spoke to 8A graduates before you got into the program. Exactly. When I was working with the nonprofits and just working from the state and local level, I knew of two 8A contractors that were successful. So, you know, I talked to them about the program and, you know, just trying to get some information and, you know, sometimes you get information that you want to hear and sometimes you get information that you don't want to hear. So they just basically told me what the program was about, the do's and the don'ts. And, you know, they told me it was a great program, but your work history really speaks for you. He said, one job, one bad job can change, you know, many things. So it's best to put your best foot forward, give them the best possible job you can, be competitive, and at the same time, you know, take care of your customer's needs, you know, you may have to do a little extra, you may have to, you know, go the extra mile, but it's going to pay off. And that theory worked for me, you know, I try to stay competitive. I try to give them the best, you know, I give them what they're looking for. And then I try to give them a little beyond. And at the end of the day, it'll definitely help you while you're in the program, and contracting officers, they communicate. So, you know, good news travels, bad news travels faster. So just putting the best foot forward and meeting your customer needs is key. Can you give me an example of where you've gone beyond the contract? Well, I had a pavement project in Hartford. And we completed the pavement, it was a pavement and concrete project. And I was actually running a job myself. So every day I would just look at, you know, this little, they had some little landscaping out front. So the mulch was all dried up, it was weedy, it was, it was just, it really took away from my pavement job. You know, it wasn't in the contract, but I removed the mulch. I got all the weeds out. I put in new mulch and I landscaped it and made it look nice. And the contracting officer, as well as the person that was in charge of the project, he was so impressed. And he said, Brian, I like you and I'm going to continue to give you projects. And to this day, he has definitely ramped up tremendously. And it's just things, small things like that, that really sets your business apart from other businesses. I am. Yeah, that's a great example of it. And it pays. How many fold? Right. We've probably done six contracts after that consistent. By the time we finished one, there was always one in the queue. Are you interested in this? Are you interested in that? But the work we did, I must say, in that scenario, the concrete was designed to be done in two different pours. And the job was kind of complicated because you can only work on the weekend. You couldn't work Monday through Friday. We get there at light Friday and we work till noon time on Sunday. It was all after hours. So we had a pour and the pour was designed to be completed in two Saturdays. Do half this Saturday, half this Saturday. So my subcontract came to me and said, Hey, Brian, I want to pour it all today. So I said, you can do it, but you're going to own it. He said, I'll own it. So we had that discussion Friday. We set up the pour on Saturday. So they poured the concrete on Saturday. And at the end of the day, it was hotter than they expected. And the concrete cured super fast. And the product just came out. It was unacceptable. So we met that Monday and we discussed what are our options. So the person in charge gave us time to go over with my subcontractor to see what direction we're going to go. So I listened to my subcontract and I'm like, that's unacceptable. I said, we're going to have to pull this thing out and we're going to have to pour it again. And he said, okay, so I went to my inspector and I said, Hey, we're going to pull it out and we're going to pour it again. He said, Brian, that's the right answer. And just by us doing that, it allowed the opportunity for us to show that, you know, we're going to stick to what we're, when it costs money, we're still going to hold up to our contract.