 Any pitfalls, horror stories, anything that you could share that you had to overcome that where you weren't so sure about yourself, where there was difficulty? I know the very beginning that's probably more true than. Every day. It's every day in the beginning. I mean, that's, that's, you know, the first, the first few years, you know, I mean, it's easy to forget, but they weren't easy. And, you know, it was tough. It was, it was just also tough work, what we were doing at the time. I mean, disaster recovery work, you know, it's nice. Yeah, it's just, it's tough work at the time. I mean, there weren't, there really wasn't a lot of infrastructure in New Orleans. Things were still coming back online and really even some of the workforce that you're using, you know, when you're doing disaster cleanup, I mean, you're not getting, you know, unfortunately, you're not getting professionals. I mean, they're not going to want to go do cleanup and, you know, sawing down trees and stuff like that. I mean, so you're, it was, it was tough, you know, even from an HR standpoint, management standpoint, payroll standpoint. So, so that was very difficult. You know, I would say, I kind of mentioned at one point, you know, in our business, we had to make a pivot from some of the stuff we were doing at the time, even though it was getting us by, it was also kind of holding us back. And, you know, also had, you know, I've had a few good people on the team at that point, but, but had a few bad apples that I had brought on. And, you know, it really, you know, probably set us back a year or two with what we were trying to do. And sometimes you don't realize that as a business. When you ask for like a horror story, you don't realize you have, you know, you sort of have a terrorist within your own organization, you know, that is everything you're trying to do is maybe undermining what you're trying to do. And it may be intentional or it just may be the type of person it is. But the important thing, you know, is to realize it as soon as possible. And, you know, it probably took me a lot of realize that when I did, you know, we had to make some personnel changes. And like I said, I literally took the business down to me, the single employee, after a few years in business, and just started from scratch again, just trying to get the right people, you know, the right people on the bus. And I at the time realized that kind of hired what I thought was experience, but it probably really wasn't the right experience. And I don't know if I'd necessarily recommend this to everybody, but I decided to actually just hire people with very little experience, straight out of school, but very smart, very good attitude, willing to learn, willing to do anything, you know, that you ask them to do and just grow with the business. And that's what I brought on board first. Okay, and culture, exactly. Yeah, the culture and, and, and, you know, my next call at three or four hires are all still with me today. And they're all like I mentioned, very key positions. And, you know, they're probably, they're all in their thirties. And they're in positions that they probably, they could not leave us and go somewhere else at how senior they are in my company, because they just wouldn't even have the years of experience that someone would expect. But they stuck with me, they've proved themselves. And now they're doing great. And I've got, you know, because of that, some very loyal folks and I'm very loyal to them. And then we, and then from that, we've built the team, you know, and then we've brought in some additional experience, you know, some of the colleague gray hair experience that especially in the construction arena, you know, you want that in your, in your company, folks that have sort of been there, seen it done it, have seen bad things happen and can, and can help you through those problems. And, and I've had that round out the team, but they, they've again, it's kind of fit into our culture. Wow. Wow. What made you stay with it? Between those times? Was there someone that gave you encouraging words? Was it a book you read? Was it a quote? Well, yeah, I mean, you know, being in the military, I don't, I don't think, you know, especially in the Marine Corps, quitting, quitting is not, is not really an option. So, so I'd say that was helpful. You know, my wife has been a great partner through the business. I mean, you know, it's probably helped that she, you know, she's had a, you know, especially early on a good job and a stable job. So it'll probably allow, you know, allowed me to continue fighting. I think that's key. I've, you know, I've seen that people, you know, the spouse, you know, the spouse takes the, takes the steady job so the other one can kind of take the risk. The insurance and everything like that. Exactly. And that makes a big difference. And then, and then just had, I would say kind of a core group of friends that, you know, that I was in the military with that also have gone on to be successful all in different careers, you know, between law and MBAs and like that, that we kind of all support each other, you know, in their careers. And even when we're having some tough times, you know, I support them and they're in their times of need. They give me moral support when things are down. And you kind of, you get through it together. Right, right, right. Now, no, any type of entrepreneurship organizations or groups, anything like that to a part of maybe? Yeah, you know, I look, SBAs was very helpful. I mean, I know not every SBA office is the same, especially with funding and everything. But, you know, being that New Orleans had so much disaster recovery and governmental work is, you know, especially after Katrina, the SBA office there has been really helpful. And they kind of give you a bit of a network and training. And I took advantage of a lot of those things, especially early on. And I think a lot of people don't, you know, I mean, everything from the, yeah, everything from the webinars to, you know, a lot of people ask me, well, how'd you learn this? I'm like, you gotta teach yourself, but there's opportunities out there. Right, right. And but it requires you to, you know, not be lazy about it and go reach out to the SBA, go to their trainings that they offer, do all the free webinars. I mean, I did them all, you know, and even to today, I have new employees start, you know, we try their certain SBA 7J free trainings that are standard protocol. If they haven't worked in government contract and everyone takes government contracting 101 webinar, I want them to know, I don't care if you're the receptionist or, or a project manager, you need to have some basic knowledge of what we're doing, you know, outside of just whatever your specialty is. So we, we as an organization has sort of embraced some of that training and everyone has sort of come in through that. And you know, there's one, there's a book that used to be required reading isn't anymore, but was, was it called? It was like government, government contracting made easy. It was like one of those like, you know, Windows for the most book. Yeah, so it's, that was a really good book. And that used to be for the longest time, everybody, you know, was reading that when they came in, they were hired in here to read this book. And I'm going to quiz you on it later, you know, just so that they could kind of understand the lingo and what we're doing. Wow. Wow. What do you see? And I know we're running out of time now. What do you see? What is the challenges that some of the small businesses are facing? I know you're out there, you see them, you talk to them often. What do you see as like a recurring theme of how, you know, they're facing some challenges. And I mean, not from the government side, what things that could they be improving upon to make them stronger so that let's say they can become a subcontractor of yours. Yeah, you know, look, I would say I find and I was a victim of it as well. And it probably held us up for a few years from our development was we weren't totally sure what we wanted to do. We were just kind of like, look, we can do anything. And I get that a lot of companies, they're aggressive, they want it, you know, it's like, hey, I want to be a sub for you. I get that all the time. But you know, I'm like, okay, well, what do you do? What do you need? I'm like, okay, well, then that's the wrong answer. And I get it because that was my answer. But I can tell you that that was the wrong answer at the time, because even when you talk to a federal agency and you go in, they're like, well, you can do we can do these 45 things. And they're like, no, but what do you really do? Because they don't want you to like sub it to sub it, like usually as a sub, like it's like, what do you can you do with your own forces? And even if you've got to reach out to like, you know, a temp labor agency for the labor, I mean, that's fine. But like, you know, what, what, what do you have the actual knowledge to do if it's painting demolition drywall, and actually have that. And I can tell you, we didn't do that. But if we had, we probably would have gotten to where we are now maybe a year or two faster, we sort of it, you know, that that was something. So I would definitely say figure out what your niche is. And then actually figure out what niche is needed out there is, you know, not every, you know, and it depends what market you're in. Maybe you're in a market where there's a lot of plumbers. Well, then don't don't say plumbing is your specialty, go pick up another maybe it's maybe it's demolition that that market needs. And if you're trying, if you're trying to figure out what it is, it's kind of study your own market. I can tell you right now is a good time to be in the space. I mean, everyone's busy, you know, market's doing well, construction's booming, government's still, you know, spending a lot of money. So it's definitely a good market to be in to try to grow business. You know, I was going to ask you that because I switch you mentioned earlier, which I've seen the same trends when the economy is down, everyone goes to the government side. So when the economy is booming, the government seems to be lacking and they need and more people get more and more work, more contracts. Correct. Yeah, it's hard. I mean, we do, I mean, we currently operate in 12 states. And so I can tell you, I get a good little microcosm feel of every one of those markets. And I can tell you the trend overall is people don't want to do government work. I mean, you know, we're, we're working up in the Northeast right now where we've picked up a few Maytalk, IDIQs, you know, for different VA's up there. And we're, and we're struggling finding subs. They're like, oh, government work, Davis Bacon bonding. I'm full. I've got enough private work that doesn't require that. Where are you at in the Northeast working? I mean, we're in Massachusetts, Vermont, Pennsylvania. I have some firms up there that I'm working with that do 20 million a year that they can sub, they can do some sub stuff. I mean, they're they've got bonding, they've got capacity, they've got capital. Good. Yeah. We've got my email. So shoot me, shoot me the contacts. We're always looking. I'll shoot you the contact. So for sure. That's great. Okay. Any last words for small business guy getting started wanting to get into this arena? Any words of advice and wisdom you could share? You know, I mean, I think the biggest thing that people don't, you know, I don't know, it leads us from my vantage point. Look, there's no handouts in this space, right? I mean, in the government contract, even the set aside, there's plenty of competition. Even within those things, I mean, you really have to just go out and get it and work really hard. I mean, that was probably one of our differentiators. And you know, I worked very hard. I had my employees work very hard. And when I mean work hard, I mean like seven days a week, 16 hours a day.