 and show what happens. So we're going to say save it and let's go back to the balance sheet, back to the Big B balance sheet, run it to refresh it and then the checking account now has a bunch of money in it. If I go into it, two deposits have been made. There's the loan deposit. There's the 50,000 other side going to the split account of the loan payable. Going into it, it goes into a deposit form, not the checked register as we would expect because that's what we saw last time. And then we're going to go back and we know the other side did not go to equity this time, but it went to loan payable. So there it is in loan payable and there's the deposit. So we had 72 in there, 22 before plus 50 were at 72. Going back, so when we first started the business closing the assets and liabilities, our assets have gone up greatly because if we first start the business, we financed the assets, which a lot of it is in cash now by taking out, by getting money either from us, the owners, or from a loan. And now we're going to use that money, of course, to purchase property planting equipment so that we can use the property planting equipment to get a return on it, generate revenue in the future. Okay, let's take a little bit more time to look at this loan thing down here, the issues with the loan. So note that we, and we should have a short-term and long-term portion of the loan because if I have a really large loan here that's really not due for five years, then it's kind of messing up my calculation for liquidity, meaning I have cash up here. I need enough cash in order to pay off my current liabilities, the liabilities that are coming due. So that's why we have current assets, which are those that are pretty, pretty going to be turned into cash shortly or consumed shortly at least, which we want to compare to current liabilities, those liabilities that we're going to have to pay soon. So it's possible what we want to avoid is getting all of our money here and investing all of it into fixed assets and then locking them into fixed assets, which is we want them in fixed assets to generate revenue, but we don't want to have all our money locked up to the point where I can't meet our short-term law obligations pay off the current liabilities. So that's why it's important to break out the current and long-term assets as well as the current long-term liabilities. But from a logistical standpoint, it's a pain to have two accounts for one loan if it has a current and long-term portion to it. So the practical way to deal with that is to say I usually put it all into current liabilities and then break it because there's going to be some loans that are current, they're only going to be due within a few months or something, and some loans that have a current and long-term portion. Therefore, I would like all my loans from a bookkeeping standpoint to be under the category of current into one account or under one account heading. And then periodically at the end of the month or year, I can break out the short-term and long-term portion so that with an adjusting journal entry, and I'll do that periodically at the end of the year or the month in order to help manage my liquidity as well as do any kind of financial external reporting needed at that time. That's problem number one. Problem number two, we might have multiple loans. If we have multiple loans, then do I put them into one loan account? We could. And then support that loan account with amortization tables that we might get from the bank or we might create them or from our CPA firm. But it's often easier and we will do I believe in future presentations, break out multiple loans into their own account. So then I would have a parent account of loans payable and then multiple loan accounts under that one parent account so I can collapse it to one account for external reporting. And for internal reporting, I can see the detail tying out each loan balance to its individual amortization table. As I make the loan names for each individual loan, I'll add the loan number so that I can tie it out directly to the amortization table. That's problem number two. Problem number three with the loans are that when we pay them, we're gonna have to pay both interest and principal when we make the payment. So if we make a payment monthly, it's not like I'm just going to pay cash and the other side decreases the loan payable because they're going to charge me for the loan. That's interest. So there's three accounts that are affected. So first of all, I need I'm going to need an amortization table to kind of break out the the principal and the interest, which sometimes the loan provides you. Sometimes the bank does not. You can make one yourself, which we'll do later, or we can give the loan terms to our accountant or CPA who can hopefully make one. And then even if we have the amortization table, it's kind of a hassle to be breaking out the short term and long term portion. I mean, I'm kind of a hassle to break out the interest and principal because the interest and principal portions will change each period, even though the amount of payment that you're making each time is the same. That means you can't memorize the transaction as easily. That means you can't automate the transaction using the bank feeds as easily. So there's a couple of workarounds for that. You could you could just adjust it every time you make the payment or you could just try to make the payments directly to the loan payable and then adjust the loan payable and the interest periodically at the end of the month in the year or have your accounting firm do that in accordance with the amortization schedule. So we'll talk about those couple methods after dealing with the loan in a future presentation as well. But those are the common transactions for financing.