throughout of, you know, we have a hybrid work policy where, you know, I think everyone does, where it's two days out, a week and three in, but there's a few people that do that. But for the most part, people want to be in the office. They want to be part of the camaraderie, they want to be part of the mentorship and the training, but just the culture we've created. And then I think, in our space, you know, we can certainly double the size of our company in Boise and go to 80 probably in this space. And I think there's a lot of things that were kind of for being able to do that in the last space, we were just sort of getting by under the circumstances that we're in. But so I think, you know, there's this huge opportunity there where we can go from here. Justin Smith: So I love that, I love the fact that we look at this and we say these are the things that are important to us in this. And we're all focused on different things. But there's one very similar thing, identical in every situation, which is every time we evaluate a program and whether we are going to decide to take action or not, there might be a sea of options, all the different ways we could skin this cat, but there's one that is always present, which is we could also just do nothing. We could do any one of these things or we could do nothing. And it always comes down to what's the cost of inaction versus the cost and the ROI of doing this. So anytime we decide to take something on, we're also deciding not to do all the other things, all the other options, including doing nothing. So you all have successful businesses. You would have had successful businesses whether you took this on or not. So how did you make the case to the team that our options are doing nothing or doing this? And if we do this, it's going to cost time and money and we have maybe this fuzzy definition of ROI out there in the future that we can see very clearly, but maybe not everybody else can see very clearly and it's going to require work from everybody. Great case. I need you to do things to make this a success. I acknowledge that the alternative is we could just not do it. It's going to cost money and it's hard to measure the ROI. Right. Sign me up. Sounds awesome. When I'm at 97% utilized for the last three years, that's something that I want to jump on board with. So what are some concrete steps that you took in the early days of this initiative to get buy-in from these people that you need to mobilize, but that see this as just another thing that I'm being asked to do? Brian Sielaff: I think for us it was just cascading the vision from top down. I think sometimes we can get stuck where maybe we cascade a cascade vision, you know, at the leadership level. But for us, it's that full transparency to the entire staff. And we do a town hall in January. And that was kind of one of the things we just talked about of what was to come for this year of 2024. But getting back on the bandwagon of EOs, I think it's the accountability in terms of, yes, we have to do this, we have to tackle this initiative. We all need to stay in our lane. We all need to still be successful doing the day in and day out of running a structural engineering firm, meeting client demands, and all the
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