Now,

let me ask this question again, just to drive the point home. I'd asked you what's the most difficult part about integration or what's the key? And you said the financial due diligence, which I think some are going to think that sounds self-serving because that's of course what you do. Let's kind of clarify that. Why do you think financial diligence can help so much with integration? And are you just talking about integrating the financial systems or operationally as well? I

am talking, yeah, the financial integration because it probably is self-serving to an extent because that is what we focus on. But I think that coupled with the operationally due diligence and really understanding their processes is super important to be able to have a seamless integration and really make sure that nothing's missed once the deal does actually close. But there's also multiple facets of the business that need to be considered for the integration, which includes payroll and HR, legal, tech. There's all those different areas that also need to be considered as well to make a seamless integration for us We're focused obviously on the financial piece. We're all x big for where CPAs we're doing the financial due diligence We're really trying to carve up what we think the the business looks like and really do the best job that we can and That's why we do such a detailed quality of earnings. We're doing our quality of earnings on the transactional level We tag all the adjustments at the GL level. So if there's any sort of, you know, gap adjustments that we need to make, we're actually tagging in the GL, we're moving it back or moving it forward and accruing for those or, you know, marking it as a prepaid or reclassing to the correct account so you can get the correct gross profit margin cuts, EBIT of margin cuts, you know, LTV, CAC, whatever KPIs that you're most interested in, we're doing all those for you. And I know that deviates a little bit from your question on why the financial due diligence is so important for the integration. I think it's because if you do a really strong job on a transactional level of the financial due diligence, you're going to have the recipe and the foundation to easily move that into the new system post close. And I think that's what we're really focused on. And that's what we've been able to really, as a young business that's a couple of years old now, we've learned that it's really hard to penetrate new clients, like via finding people on pitch book and sending cold emails. It's really, really hard. But what we've realized in our sort of growth story is that we have to figure out ways to get new clients in areas that they need the most help. And where we've seen that is in the integration. We see competitors just wanna pump out quality earnings. They wanna do as many QVs as they can, but that integration piece is extremely important because someone's left trying to figure out how to integrate this one system into a new system post-close. And so that's where we've really spent the time investing to say, hey, how can we help you? How can we best figure this out? How can we best set you up for success? And we've figured out that it really happens as part of the financial due diligence, and doing as much digging in the weeds as we possibly can to make sure it's successful.