uh, and then of course we build some of those customizations and productize it, uh, with CGI's investment. And as a result, they, uh, they get the long term maintenance benefits. So, a lot of times it's really as simple as, uh, as that. And then they may pay us for some of the customizations directly and keep them outside of the product. And we're seeing that more and more. So there might be some, uh, some proprietary or specific elements that we decide up front would not go into the product, but they still get the leverage kind of the platform nature of the product. That's, that's typically the most, uh, the most, uh, uh, used, uh, o- opportunity that we, that we see. Others are, but we've done the other where we actually jointly put the money in. And, uh, and then we, we have a royalty, uh, scheme that goes back to the, the clients based on, uh, on new, uh, new wins. And of course, CGI in all cases owns the, the rights to the, uh, to the IP, but the, uh, but then the, uh, the client gets the, the rights to, to use it in, uh, in, in a, in a perpetuity. So that's, uh, that's typically how we, uh, how we see those. We also see sometimes its consortium. If it's a cost of doing business, which is kind of the opposite of, uh, first mover or proprietary nature of the, of the business, it might be a cost of regulatory cost of doing business. And everybody, uh, puts money in as equal partners, including CGI, but CGI, uh, runs, owns and operates the IP or the consortium. So we see kind of, um, multiple models. And, and that's pretty consistent across, uh, each of the geographies that we operate in. So that, that, that's a great explanation. Thanks for, uh, highlighting all the different- Yep. structures. Um, on the, uh, on, on, on the acquisitions, um, just looking at, um, the revenue contribution, you know, from array and, uh, CMC. And I know it's just one quarter, but, um, the, the multiples, you know, uh, they, they look, they look pretty good, I guess, compared to the, the past acquisitions. Is there anything you'd like to call out there and, um, is it just, you know, maybe it's just, uh, acquisition specific or is there some thing about, um, the valuations, um, that you're seeing in, in, in, um, in the, your, uh, targets? Yeah, well, valuations, uh, you know, as we know over the last, uh, couple years have, uh, have gone up and, uh, but we still are, are interested in finding valuations that, uh, that we can make accretive to CGI in that first year. And so, uh, yes, there, you do see some of that. I would say though, moving forward, we're seeing valuations starting to favor EBITDA over growth. And uh, I don't know, Francois- Yeah, no, e- exactly, George. I think, uh, we, we saw a stabilization of, of the, of the valuation. And, and, uh, George's right, this thing, a bit more, uh, you know, concentration on, on, on the, on the how much, uh, margin or EBI- or EBITDA that, uh, the, the company can bring in. So, so, uh, uh, yeah, we are seeing stabilization of it. And so, uh, the opportunities, uh, for us. Oh, yeah. That, uh, that makes sense given, uh, I guess what's been going on in the market past few weeks. Exactly. Um, yeah. Uh, and then just, maybe just one last one for Francois, um, just noticed the, uh, in the quarter of PP&D spending, you know, ticking up. Um, is that just kind of a return to normal, uh, um, you know, t- t- uh, investing again in physical facilities, or could you just put a little more color to that? Yeah, yeah. I, I bet the return to normal. You're, you're totally right. Uh, with, with, uh, you know, people that, uh, start to come back to the officers for, for sure, we, we started to do some, some investment in, in offices and all that. So, so that, that's a, that's a part of it. And, and some of it is also as, uh, as we know, with, with, uh, you know, the supply chain in, in some places that it's a little bit tougher, we, we can have some, a bit of swing from, from one quarter to the other, uh, with some of the delay. So, so both of them. So yes, some of it is just, uh, you know, uh, coming back to a, a normal investment level and some of it, you can have some seasonality just, uh, because of-… level. And some of it, you can have some seasonality just, uh, because of the… Some- some supply chains, uh, I… uh, issues. Okay, great. Thanks. Thanks for the colorized, uh, I'll turn it back. Your next question comes from Kevin Kushner Abne from Busan Bank. Please go ahead. Uh, good morning, gentlemen. Can you hear me? Yes. Yep. Hi Kevin. Oh, awesome. Perfect. Good morning. Um, question for you, is there, is there any sort of way to think about your- your customer mix in terms of size, you know, sort of thinking about the split between enterprise mid-market, SMB, I'm wondering, you know, if maybe any recent change in focus, any opportunities or- or ability to take a greater share of IT spend from smaller versus larger customers and just how to investigate how would you think about the structure of your sales, uh, and consultant mix and the, uh, and the metro market strategy, uh, you know, just to be aligned with how you're seeing the various, uh, and, uh, customer end markets. Yeah, no, thanks Kevin. Uh, our- our focus is primarily on enterprise, uh, clients. Uh, we, uh, we feel that, uh, the value proposition that we can bring to them, the impact that we can have on them, uh, particularly given our global footprint and our end to end services is in fact, uh, greatest. And so that's really the- the primary focus. In fact, if you look at, uh, some of those recent, uh, M&A transactions, whether it's a Array, DMC and Unico, they all have, uh, that same, uh, makeup of, uh, you know, very large enterprise, at least one very large enterprise client that- that generates, uh, a lot of their revenue. Um, it does not mean that we do not, uh, take some of our IP and, uh, solutions to the, uh, the medium size business, not as much on the, on the small side. And, um… But- but it really, uh, the- the primary focus is on, uh, is on enterprise and those, uh, those accounts that we can, uh, really again, drive the, uh, the highest value. And I- I wanna make sure you- you recognize when we're talking about those metro markets, uh, those metro markets are where those enterprise, uh, companies, uh, are- are headquartered. It's not, uh, it's not, uh, looking at, uh- uh, at