 The key thing that entrepreneurs do differently and maybe we're configured a bit differently than other people is that we see a reality that's not here today. We see it so vividly in our minds and we almost see it so vividly as if it's already happening. And I was running fast to make that happen. And some mentors basically said, hey, it's a bit like you're the bus driver and you've got everybody on the bus. You start taking a 90 degree turn on this bus and you're going 60 kilometers an hour, everybody's gonna fall out of the bus. Yep. And that was the risk that we really ran when all of this happened. So I really had to teach myself to go slow enough to have one major change out of time. And that's still a work in progress. 10 years later in having this business where I want to continue pushing, my nature is driving, it's impatient. Why can't this happen any sooner? What do we need to do to cut through the noise? Did you have any employees or team members that could not accept the adoption of these new systems? Yeah, for sure. When they left? Oh yeah, yeah. I think that, and I think that's good for both them and for us, right? So, and there's no judgment in that as well. So I think it's just always about fit. And I always thought about this as a, like fit should exist between your team members and it should also exist in the client agency relationship as well. And so if you have great fit, like you've been there, Amir, like where you work with people and some people are such a joy to work with. Yeah, now there's people who you wanna pull out your teeth. Yeah. And it's just, you know, when you find the right person, when you find the right who, life is such a joy. They can almost, they can pick up exactly where you're leaving things off and then they can run with it. They're alert, they're resourceful, they're easy to work with. And so when we, and we realized that that, like, you wanna take a mirror up and look at yourself as well. So there was every year, you know, I would do that as a year came to a close and say, who do we need to become? Who do I need to become personally to attract that kind of person into my life? Whether that was a key hire, a key client that I wanted, and even a reputation. I'd like, who do you need to go? What contribution do you need to make for that to be true? And- So how did that process look like? Was it just you looking off three hours at times, just thinking that pen and paper or? Yeah, I just basically go, I've got, I follow right now, what I do is I follow a process called year compass. Okay. And every year it's this, download this questionnaire, essentially. And it helps you reflect, you slow down and you're just gonna go, what worked well? What didn't work so well? What goals did I set that I hit? That I should celebrate? What's the site for this? yearcompass.com? Yeah, it's called yearcompass.co, I think. You're like Y.O. No, year. Oh, year compass. Year compass, yeah. And it's made by some guys in Europe. And it's really nice that they just kind of did this as a service to the world where you don't charge anything for it, you can print it out, you can do gatherings or parties of people where everybody does it together as a group. I do it introspective kind of on my own. And so that was one of the key processes that I used. There's that and then just asking questions about like how might I type questions? How might I improve our client service? How might I be of higher service to my team? How might I push my team in kind but gentle ways? And just like doing that and also getting feedback as well. So we put in a feedback loop, at first we used a system called Tiny Pulse. Oh, Tiny Pulse, yeah. And then, and now we use something called Office Vibe. And the idea is fairly simple. It's like, work happens on a day-to-day basis. You can typically look back on a week on a Friday and go, how do I feel about my week? What were highlights, what were the lowlights? And you should capture that and do it in a way where psychological safety is really important in teams. Like if teams trust each other, trust is the basis upon which everything else happens. Performance doesn't come without trust. And so, yeah, we put this in and we started measuring how happy and how engaged our teams are. And that what had to happen every week, right? It would just ask you different questions about engagement. And then we would run custom polls as well. So just to ask, like, okay, how are we doing about topic X or how am I doing as a CEO? What else should I be doing? If you were a CEO, what would you do instead? I love that question. And it's great. Like you just start seeing all these different things that people see from their own lens if they were in the SEO department, they would say something different than if they were in design or if they were working with clients, they would say ABC things and would just create ideas for where to go next.