 Now note that I'm going to right click and do another. I'm going to duplicate this again, right click and duplicate. I'm going to close up the hand boogie over here and note that we can also hit this drop down and break it out by class. So if I break it out by class, run it. Now I've got only one class right now, but if I had multiple classes, this could be quite useful because it's going to give me not only the information per class, but also the total on the right hand side so that those classes are redundant because we already have it in projects, but the ability to break everything out by class can give me a double check on the numbers and can run a nice report that breaks everything out by classes. Now if you don't have the capacity to use classes or you're using classes for something else already, you could do a similar thing with the tags. So I can go to the tags over here and so now I've got my project here, but it doesn't give you that nice total at the end. So it's kind of similar tags are like a little bit, a tear down from doing similar functionality as the classes. So if you don't have capacity because you're in a lower software that doesn't have the classes, you can try to use the tags in kind of a similar format or if you're already using classes and location tracking, then you might use tags for like a similar kind of thing. All right, so then I'm going to go back to the first tab and let's imagine now note that if we recap things here, the way we got that 100,000 estimate was probably something like we estimated the cost of the job and then our profit on the job, which we said was another 30% of the cost, right? Another 30% and that's where we got the 30 that gets us to the 100,000. So if we were trying to recognize revenue kind of as we go on the job, recognizing, you know, the progress in terms of costs, then we could, we would do a ratio or some of something like this. This is what we've actually paid for at this point in time, the costs we've incurred divided by the total estimate, that would mean that we had more basically 16.92% done. So that would mean the revenue that I would recognize if I was on like a trying to recognize a percentage of completion recognize as we go would be something more like the 16.923 times the 100,000, right? But what we've recognized in revenue so far is the 10,000 just based on the billing schedule and we recognize that before we even, you know, paid for anything yet, right? So that you can see the disconnect between the billing and when you might recognize revenue on a recognized on a revenue recognition. So we're going to continue with the separation between the two and then we'll take a look at the differences later. So let's take a look at the next billing item is going to be in next month. So I'm going to say let's say that happens in month three. Let's actually record the billing. So I'm going to go over here and we'll say, okay, let's go back and we're going to go into our projects. Now let's actually record the receipt of the payment and then we'll record the next the next billing that happened. So I'm going to say, okay, let's go drop down and let's say we received a payment. So now we're going to say project number one. And let's say this happened on, we let's say this happened actually on 7071525 and we got paid by the client for that original deposit that we sent out. And it's going to go into the checking account for this invoice. And so let's go ahead and say, okay, save and close and if I go back over here to the balance sheet, what happened goes out of accounts receivable and into the checking accounts. If I look at the checking account, so now we see the payment that we've received. We have negative still because the expenses were greater thus far. All right, next thing, we're going to be back in our projects over here on the left and we're going to say now we had another bill invoice that we're going to be sending out just according to our invoicing schedule. We can pull that in from our estimate using the progress invoicing. And we're just going to say, hey, look, next time the next estimate we had was the 25% 25. So I'm going to pull in 25%. And then it's going to pull in nicely like per line item. So it gives us a nice breakout between materials, labor and overhead that we just kind of made up so that we can see those different line items. And then I'm going to say this happened on 080125 for the invoice. It's going to go into project one. All the classes are going to be lined up. This is going to increase accounts receivable and the other side is going to go to revenue of the 25,000. Let's go ahead and save and close it. And so now we've got income at the 35,000. If I go to my reports here, run it. So now we've got accounts receivable went up for the 25,000 and the other side went to revenue. If I run the profit and loss by date, now I've got 25,000 recognized in August, the second month. Now note, again, over here, you would think if I had revenue recognition, I should recognize something like 16 and then 25 instead of by the billing process, 10 and 25 here. So then I'm going to say, okay, let's go back on over. Let's say that we received, we're going to receive. And if I look at my breakout by class, so now we've got our breakout by class here. We only have one class so far, but you can see the idea. So if I go then to the first tab, let's say we've received payment on that one. I'm going to hit the dropdown and say we're going to receive payment. And on project one, let's say this happens 15 days later at 15, they pay us. Time is passing. Time is flying. So we're going to receive that payment. This is going to reduce the accounts receivable and increase cash. So I'm going to save and close and then go over here and say, okay, balance sheet. The accounts receivable goes back down and it goes into the checking account. All right. And then let's say that we're going to have expenses for for month number three of 19, 527. So let's record those expenses. Next project happens. I'm just going to do it with one expense form again. And we'll say this goes to vendor one. These are expenses for the job on this is going to be on nine one. Let's say actually wait a second. This needs to be on the same date. Let's bring it back down to 815 that were the job that were okay. So these are the expenses for that timeframe. Now it pulled over the same stuff from the last time, but now I've got new numbers. So what I'm going to do is I'm just going to change this to be something like 10. Let's say this is 10,000. I'm not going to make it billable. And then this is going to be, let's say 10,000 not billable. That gets me up to 20. And actually let's say this is, let's say this is 9,000, 9,090. That gets me to the 19. And then in the overhead we'll say 527. So 527 overhead, not billable, not billable, not billable. Okay. So this is an expense. It's going to decrease the checking account. The other side is going to go into the cost of good sold because these items are telling it to go to cost of good sold. So let's save it and close it. And then I go back on over here. We can run it. So checking account goes down. The other side is going into the expense and the expense here for August. So I should have done it. So that's, yeah, I should have done it for the next month. I think my expenses are off. I had two in here for August. Let's go back in here. Check it out. Yeah. So let's change the date to the next month here. I'm going to go back and drill down on this one and let's bring it up to 9.15. All right, then I'll save it and close it. So now if I go back to my reports, hold on, I don't want to save it, exit and run it. So now my expenses are in the next month as they've been incurred. Right? Okay. And so, but, so that would mean that you would think I would, if I was doing my percentage of revenue recognition that I might recognize something like 25, 385, but I'm only recognizing revenue basically as the billing.