Yeah. I mean, I think, my nature I think, like, in, like, any business, you know, I think there's always risk. You know? And you have to as a producer and, you know, someone doing business, you have to calculate certain risks. And are they worth it or not? And sometimes you might, for example, yeah, trust somebody with something, or sometimes there's a miscommunication where someone thinks you said this or you meant that, and they and they act on that information, but it's not correct. And, you know, so there's it's certainly it's there's it's full of risk. And so the really, the best thing you can do to avoid that, I think, is always communicate clearly upfront as much as possible and make sure that, like, people understand what your expectations are because a lot of times, it comes down to communication. And one person thought this, but you know? And then sometimes people do political things too. Like, you know, there was a time wherein we were approached by a large company. I won't give names. And, you know, they were saying help please help us find it was a big it was a game company, and they're asking for help. And and then, you know, another helping helping them connect an animation studio for this particular IP. And so we did, and and we we kinda made that connection, helped set up the meeting. And then after the meeting was over, the one company said we wanted to just work directly with the game company and just kind of cut us out entirely even though we're the ones that kind of help bring the whole thing together. So there are examples like that, unfortunately. Those are the hard lessons that you learn, and, you know, you just have to try to, you know, do better next time and just yeah. I think the key really is before you enter into any new business, you know, or projects, just make sure there's a good conversation of expectations just so both sides understand. And then, you know, hopefully, then that way you end up producing the risk of something going wrong. Yeah. I mean, I I think it's always a balance. I think my nature is one of I'm a trusting person by nature, so I I have to almost kinda fight myself and be like or, I mean, I have people to help me. I have I have support people around me who help guide me, lawyers, you know, business advisers, people like that. So I am learning along the way, and they're also supporting what I'm doing. So I that way, I can try to you know, I feel like I can still be myself, but they help me, you know, guide. And they said, oh, you you should probably just make sure this is set first. Or if you do this, then this might happen, and you just, you know, wanna be careful there. And so yeah. So I think that's really yeah. I it's, yeah, it I I I I don't feel like I'm even though I have all these difficult you know, sometimes, you know, I've had difficult experiences like this, but I don't feel like it's really soured my my my my loving this job at all. I still love it even though it's like it's just part of the job, all these challenges and ups and downs. And so it doesn't really bother me at all, but it I just it learn I just learn from it and try to do better next time.

How does trust factor into being a successful producer? Are there times where your philosophy ended up backfiring on you? And then one last little follow-up on that. Do you see then if, know, even and I think a lot of us have, you know, gotten burned over the years just because, you know, especially the people who put trust first. Is that is that turning you off from that concept, or is that still very much how you operate? And maybe you're a little more careful, but, like, is that something where, you know, you're not gonna get be able to get a long form contract before any any single conversation. Right? So you still have to keep trust around on how are you adapting now?