 If you haven't told a client beforehand that you're going to be doing a procedure or you're going to be running a test, you're on shaky ground when you then try to come to charge them later on and most clients are going to get upset about that. Then blood tests and medications and things like that, we build all of those on a monthly cycle and so those costs are coming into us constantly. And so if we don't charge for that, not only are we not my handy profit, we're actually losing money because we have to pay for the blood test even if it wasn't charged for. The classic one for that is running some blood tests and either not having discussed it with the client or forgetting to charge for it. So our external blood tests for a general wellness profile cost the clients about $110. Now most practices if they're being run well will be making a profit of $10 to $15 on every $100 they earn. So that means if you don't charge for one lot of blood test, the next nine consults or $900 procedures you do are making no money whatsoever. And that's going to have a really bad effect on the practice. So if you're lacking that $10 for the next nine jobs, $100 type jobs, what would that $10 actually be used for if you had it in the practice? Yeah, so generally it's going to either be used for staff compensation. So the next year we look at increasing everybody's wage or it's going to be looking at reinvestment. So the classic is the expensive things that we need to do good medicine. So our x-ray machine we run a digital system and on its own that's $60,000 to purchase just for the reading machine regardless of the x-ray generator and that's going to fall over in another two or three years. So we need to be able to provide for that. We'd really like to we've got an excellent ultrasound machine but we'd really like to be able to provide endoscopy and that's the sort of things that we reinvest that money in. It's not about take home for me, it's reinvestment in good medicine. Let's talk about the knock-on effect too of these mischarges. Can you tell me about how much that mounts up to in a year? The average veterinarian undercharges by about $100 a day at least and so that means each week they're undercharging by $500. Given that they're all going to work close to 50 weeks a year they're going to undercharge by about $26,000 a year and that's every bit in the practice straight off the bat. That's from not putting it in the computer correctly or giving a medication and forgetting to charge for it. If you add discounting on top of that it starts to increase really quickly. So if you're in a two or three vet practice that can be anywhere from $50,000 to $100,000 a year and that's either money that can be paid to an extra staff member or can go back into compensation for the current staff and what you'll find then is that because the practice can't afford to pay all their staff they don't have as many staff and so you run harder and the more you're working the more charges you miss and it becomes this snowballing effect where you're overwhelmed all the time you're not charging out properly because you're too busy but the busier you are the harder it is to keep a handle on your charges that's what we find in practice. It escalates every year so if the practice doesn't make very much money that year you're not going to hand out very much in in pay rises or he said how how vets are the the most poorly compensated professionals and that will continue to happen as as long as we're bad at charging and we don't understand the business. If you want to successfully stay in practice and be able to have a good work life balance and be compensated fairly for the time you spend in practice then you need to be charging accurately.