Yeah, so in my last two positions, I was a manager, I was an operations manager in manufacturing. And we had a lot of instances where there was issues with team members, not necessarily with me, but with other team members or with other staff. And especially in my, not my most previous role, but the one before, I worked hand in hand with HR, met with people on a regular basis. Unfortunately, when you have 150 employees working for you, they're going to have issues with one another, some of them. And so you just got to kind of deal with it on a case by case basis as far as how it goes. And the big thing I always felt was I had all the tools or all the cards in my hand. So you know, I didn't need to come unglued on anybody or, or, you know, be irrational because I had the ability to take the conversation or take the situation wherever I wanted it to go. You know, whether that be some sort of training, you know, some sort of discipline. Fortunately, I've had to suspend people, I've had to fire people. And you just got to do what's in the best interest of the business and, you know, the majority of your employees, you know, so that way the business can continue to thrive and do well. And so, you know, I've had instances where I've had employees fighting each other. And that's not something I would ever tolerate in, you know, sometimes you got to fire somebody on the spot or discipline them on the spot. And I've been a part of that all the way through the process as far as document, document and everything, you know, all the way to the unemployment interview. So I've dealt a lot with it, done hundreds of reviews. You know, I've done, we call them PIP programs, where it's a performance investment and plan. And you know, where you work with your.