 Welcome back and we're glad you're still watching our videos on, I don't know, the evaluation of an ethical non-exemplar. So shall we continue? Here we go. Anyway, enough about my brother's wife, I mean- Stop being a dick! I need more alcohol. All right. Anyway. I think we got this one. I think we can milk these buggers for more cash. They don't really know what this intervention is like, right? I barely know what this intervention is like. So, functionally speaking, this is supposedly a 10-week program which I read about this morning. I told my brother, Stephen, that this thing's going to be like, I don't know, 20 sessions, 20 weeks worth of programming. So I'm going to train all his managers, I'm going to train all his middle managers, and I'm going to end up training all his staff. I got a BCBA working with me. They don't even know what the hell is going on, they're just waiting for me to tell them. I'm going to get to the end of the year. All right. And I don't have any other contract. I don't even know what to say other than that was probably a pretty serious ethical violation. 215, I believe is the code we're working on here, we got the Interrupting and Discontinuing Services. Long story short, folks, if you don't have an exit plan, if you don't have a clear criteria for how you're going to end services, terminate services, pause services under different scenarios and things like that, then you're being unethical. That's all it is. This guy in the video here, I mean, really, I'm just milking him. It's all I can do is just try to get as much money as possible. I'm trying to be sneaky, I'm trying to be one of those horrific consultants that don't actually do the job that they're supposed to do in an ethical fashion. And by that, I mean, like I said, I didn't tell Stephen what's really going on. How are we going to terminate services? What do I just do? Keep charging him? No, there has to be a clear, concise beginning, maybe not a middle, but clear, concise end, a goal that we're trying to reach, a behavior that we're trying to change. So don't forget that stuff. This is a pretty serious piece because it's one of those things that I think a lot of consultants could easily get trapped into. So I'm just going after the money, so to speak. Anyway, I suppose we're going to come back and watch some others in it another time.