we can help our customers as they navigate this, this time. That's helpful. Thank you for taking my questions. Thank you. Your next question comes from Maxim Chichi with National Bank, please go ahead. Hi, good morning, gentlemen. Good morning, Max. Morning. Um, Andrew, maybe just the, the first question for you, um, in terms of, you know, how we think about, uh, uh, M&A and, and the timing of it, how do you balance, uh, that dynamic with, uh, obviously the need to properly integrate, um, especially SP which was a pretty sizable transaction. So do you mind me just walking us through your thought process there? Uh, yeah. And, and, and, and Max, there's, there's no perfect answer here. What I can walk you through is we've developed an integration playbook. It's, it's very standard around how we operate and how we walk into businesses. And, and, you know, as you are well aware, when we look at an acquisition, we have four criteria and, you know, it's markets, it's, it's strategic rationale. One of them is, is, is the management assessment and, and their ability to align around the ABM. And so we do assess that going in. And then ultimately in the early days of the integration, you start to align around where they are in their journey and, and, and where do we need to press, where do we need to, you know, help in that solution set? So we have a very good indication when we acquire a business of where they are in that journey and, and, and where we help. And so what I can tell you is, we have built out our capability and our ability within our leadership team to be able to align and, and continue to build out their portfolio of solutions. We are selective in, in, in what we are going to add. And we look at it from a value creation perspective both from a shareholder and a customer perspective, from what we can offer, whether it's technology or solutions. And as you're well aware, the cultivation activity, while, you know, I, I will say it often, oftentimes, will, will, will play out two, three, four years from now. And so, uh, we are not slowing down this activity. We do view that there's a lot of opportunity for us to continue to add here, but we're gonna be extremely disciplined. And so to answer your question, head on, we have built our capability among our team. We certainly are taking and ensuring that we have a key focus on SP to execute, to ensure they meet and exceed our expectations. And then lastly, we're not slowing down our cultivation and, and we're gonna continue in the areas that we view are gonna add value over, over the long term for ATS. Okay. That makes a lot of, uh, sense. Thank you for that. And then just one quick follow up on, on SP. Um, in terms of the ability to cross fill their consumable business, do you mind maybe just providing some data points there? Because my understanding is that, uh, I think most of the sales process there is going through distributors. And I'm just curious to see how you think about sort of leveraging that potential business into the rest of the ATS, if, if it's possible. So, so Max, you know, I, I think, just to confirm, you're asking about the lab ware, glassware business? Exactly. Yeah. Yeah. Yeah. So, so, so we, we certainly, uh, you know, we did a lot of diligence to understand this space and, and the stickiness with, with their, you know, call it, bell art portfolio, as well as the, the other areas, uh, within that, within that space. And, you know, we view this as, as a, as a, as a business that, you know, while it's low single digits, it's, it's a, it's a market that has consistent continued revenue. And, and when we think about the consistency there, it's one, one we like from a standpoint of, of their, we don't want to call it consumable, but their reoccurring revenue and, and their approach around the, the brand being a strong brand in the markets they serve. And so it does go through distribution. Uh, it's an area that, that we certainly see, you know, value in continuing to, to help them execute their plan. Uh, does it help sell bio pharma processing equipment? Uh, we think it's an, potential adder, but, but it is not call, it would not draw that, that total processing equipment in. We would view the alignment with Coma Chair, to inaudible, to, to Haul as really being the, the, the thesis and the alignment on the biopharma, biopharma processing piece. And then, you know, to around this out, they've got Genevac and Life Sciences equipment and, and FTS, and, and, and there's a lot to like around those, those areas of, of what we can have from a, from an ATS, Coma Chair, SP integration to, to offer that full process solution, whether it's biopharma or pharma processing. Okay. That's helpful. Thank you so much, that's it for me. Operator. Great. Um, well, we will conclude, and, and, you know, if I step back, we're pleased with the performances quarter and recognize the hard work and dedication of our teams across ATS that made this possible. Thank you for joining us. I look forward to speaking to you on our Q4 call in May. Stay safe and goodbye for now.