Randy Wilburn [38:10] Yeah, absolutely. And just to add to what you shared, it's kind of like what you were describing. It's why everybody doesn't need to know everything. It's kind of like in life too, where you're only going to have a core group of friends or people that you can confide in and share a lot of information with. And those are the people that can hold you accountable, just like what you were saying earlier about smaller groups of four to five people that work with each other and are able to have that kind of feedback, encouragement, motivation, and even sometimes discipline or, an admonishment that exist in a much safer space with smaller numbers. Burke Pemberton [38:53] You're not wrong. The other side of the coin is too much transparency can do more harm than good. I love my wife, but I close the door when I go to the bathroom. So, each of our governance groups has certain fiduciary accountabilities that are delegated to them. And they get to decide what they think is confidential to the group, confidential to individuals, or what can be shared with the company about each and all the decisions they make. We don't publish our partner capital accounts. We don't really feel like everybody needs to see who owns how much and what their net worth is and all that. How does that help anybody in the company? Some things like that just don't make sense but we try and provide as much context as we can and what ends up happening is there's just way too much information out there. And so now, if you had asked me, what's the next iteration, I think it's just having really clear, concise dashboards where people have all the information they need to do their job. And if you want to venture outside of that world, you can, but you're not overloaded with information. I mean, look at your phone, and look at your email. There's just too much. How do you focus How do you make a decision, right? Randy Wilburn [40:08] I have to shut this thing off from time to time just to keep my sanity. So, I get that. All right, well, I want to try to land this plane. I did have a question to ask you because I'm curious to know how you guys, and this is not a hypothesis that I've come up with. I know for a fact that the knowledge transfer in our industry is not happening the way that it should be happening from one generation to the next. What are you guys doing. I'd be curious to know because you guys are kind of on the cutting edge of the work that you do and some of the things that you're focusing on, how are you guys successfully transferring knowledge from one generation to the next and how much time and effort do you put into that? Because I think it's an important aspect of what design professionals do and I don't think a lot of design professionals have satisfactory answers for the best way to do it. Because we have a graying population of design firm leadership, designed firm experts, engineers, architects, you name it and these guys are guys and gals are retiring out and leaving the industry, and all of that knowledge is going
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