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Tell me about your vision.

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Yeah, my vision. We are first off. I'm a partner in a fractional CFO firm called Prosper CFO

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where we handle, you know, not just CFO work, but

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the three tiered system of accounting, tax, and CFO work.

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And we're out to build what we believe is a categorically just different model out there in the in the workforce. And so

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what is our our goal with it, man? We want to be a company that is delivering high level value and that we are rewarding our

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employees and everyone else in our team that to really just look to the company to create additional cash flow

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and tax savings. And so that's even part of our 10 year goal is we want to create a hundred million dollars worth of free cash flow savings and

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tax savings. And that's what we're measuring in our company. We're not tied to a billable hour or anything like that.

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We want to be a company that really shows up and shows up for our clients that that we see them and we're trying to create

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an opportunity for us to

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have a significant ROI on what would

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typically be considered a cost center, right? Where you

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know your your finance function is typically just viewed as that cost center. And while we might not ever be revenue generating,

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we're trying to make this something where it's clearly a profitable endeavor for

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small business to really have, you know, the the impact of a CFO at a very, you know, low cost level

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for, you know, business owners who are in the one to 20 million. It might not need to go and hire a full-time CFO.

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Thank you, David. That was a useful question for the structure boards. I don't think the curve has got quite as far on this one as the

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other points off, so

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Our other question is, haber, was there some sort of

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potential spending that died out without the needs to be produced as a utility for theki

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return of banks being held bite. Isolation is actor