 How many brands would you guys say you work with today? A little over a hundred. And what do you do for them? I know you guys do a lot for them, but you get to just kind of disclose. So there are a number of services that we provide, but essentially one is distribution and fulfillment. What that means is we'll pick up their product from anywhere in California, we'll warehouse it out of our facility and essentially upon their direction we'll pick and pack and ship out the order to the dispensary. So it's very similar to kind of like a traditional dropshipping model, but on the wholesale side. Now, we've added a lot of ancillary services on top of that to create value. One is a product called Navis Marketplace, which is retailer facing. So all of our suppliers and brands can list their products for sale on our marketplace and retailers can place orders. There are some other ancillary marketplaces out there like Leaflink, but I think the big differentiation that we have is that we're kind of like eBay is to Amazon Prime. Since we control the dispatch itself, we can deliver the products within 36 hours, which has been a big differentiator. The other products, there's one called Navis Capital. We provide essentially inventory financing for our suppliers. It's very difficult to gain access to capital in cannabis because one banks don't give you traditional loans like a normal business. And even equity capital is very limited and you have to be able to tell a very compelling story to get that expensive equity capital. So we kind of serve as this bridge as a financial institution, given the fact that we're a little bit more established, we have access to capital. And it's a good way to stimulate the sale. So basically the growth rate for you is also tied to facilities, right? Somewhat, yeah. Somewhat. And so now you're in hyper growth, entering this real estate world that operates at a snail space. And somehow you're just trying to get as much land and warehouse space as possible. And so what do your needs look like in the next year? So right now you have this 20,000 square foot place that you're doing. In Los Angeles, we have a 26,000 square feet in Oakland. So all in all, we have about 46,000. If the math is correct, then our projections are correct and we continue to grow at the rate that we do. By the end of next year, we will need something like 150 to 200,000 square feet of warehouse space to handle the volume. And that would be to support about 20 to 25% of all cannabis in California. Now that's a big number. There's 40 million people in California and California is loved to smoke weed. And I see it as kind of a pretty large responsibility to enable the supply chain. So we're really racing on our end to procure the real estate, the licensure and the headcount. And it's not just the space it's about for going into a new city. It's about talking to the government about the municipal taxes, letting them understand that we're bringing this new type of business to their city, that we're going to be hiring hundreds of people and actually hiring those people, training them and then getting it up and running really quickly. I definitely think that we've really trained our muscle in turning up a facility really, really quickly. So, for example, our Oakland warehouse, which is 26,000 square feet, opened in December of last year. And we started working on our LA facility after that opening. And we were operational and LA moved in with licensure and approvals by April, and that was certainly a gymnastics. Will you guys ever go like autonomous vehicle, like autonomous trucks? Is that sort of something that really makes the business pencil? Yeah, I mean, we envision a lot of cool new things in the future. I think probably before autonomous vehicles, we want to start experimenting with electrical vehicles, electric fans. And one of the things that we're doing there is currently electric fans are very useful for any deliveries within the range of up to 400 miles. But after that, it becomes very difficult to do. The problem with California is that it's quite large and there are places that are certainly more than 400 miles apart. So as our long-term strategy, we're actually building our headquarterful fulfillment center right now in Woodlakes, which is kind of a 30 minutes south of Fresno. And that allows us to kind of sit right in between the five where we can access both LA and Oakland within 400 miles. So we're hopeful that's kind of these long-term infrastructural investments that we're making would enable us to do that. Autonomous vehicles, I think, that probably will come with how the auto industry evolves. Sure.