Of course. Yeah. And I bet you it's many more times than that, but you try to fix it. So with this lady, I'm like, I'm so sorry. We should have never taken you on a client. I don't know who sold you, but we looked into this and we quickly figured it out, fix it on our end. And I don't know what the management did, but either you termed the person for not listening, or you put them on notice, or you had to tell them they're not allowed to do this. And you write them up, right? You go through HR and you follow the procedures. And I was like, I would love to give you back your money. So we give her back her money, but she says, I don't want the money. I want you to do services for $900 like my contract says. We can't make it profitable. So I worked out a deal with her. I gave back her money and I said, I personally will help you. You have to implement. I can introduce you to two or three people that can help you implement that are cheap overseas. And I personally will do an hour call with you for a few months, once a week, and we'll grow your numbers. And we did that. Her numbers started growing. She started making more money. Within a few months, we were able to scale the revenue from a thousand something dollars a month to around $7,000 a month. She was happy. But then she says, I want to do more with you guys and pay more money. I told her our arrangement was only a few months. I can't keep doing it. Economics wise, it did not make sense, but we will try to go and make people happy. Does that mean everyone ends up delighted? No, but we try to. And we measure things like churn and do NPS studies. We talk to our customers. So we look at all these things to look at satisfaction or NPS scores are actually quite high. And they do them on a quarterly basis. And I don't track it myself. I get a report on it every quarter, but I more so look at things that are problems. I don't focus my time on the things that are going good. I try to focus on the things that are bad and fix them. Because the way you grow a business is not focus on where people are delighted and happy. You focus on where things are upset or things are broken. You focus on fixing it because that's where the ROI is, right? It's like you and your founder focusing on, I don't know, support. I think you have great support. What's the point of you spending your time being like, guys, look at our support scores. They're amazing. Good job. You can celebrate that every once in a while, but you're better off focusing on new efforts or where there's issues and fix that first. Yeah.