Okay, great. That's helpful. And then, you know, just as we think about kind of excess capital management priorities in the next year, you know, I imagine you're probably going to be in a kind of digestive phase with Lincoln, at least for the next quarter or two. But as you kind of just think about kind of returning excess capital, shareholders, into '27, you know, can you just maybe, Brad, comment on the buyback appetite, given where the stock trades today, and kind of any other capital initiatives or contemplation? Obviously, I saw the dividend hike here in 3Q as well. Yeah. So, you know, as everyone knows, when there's a filing with the SEC, companies are blocked out from repurchasing or trading in their shares. So we aren't active at this point buying back our shares just because of the lockout that comes with the S4 on file. But, you know, we'll continue to be active in that. We have a board approval to continue to be active in that and have a, you know, $1,000,000 or $1,000,000 shares outstanding authorization. So, you know, that's one way we'll return capital. And then I think we have plenty of ways to deploy capital through acquisition and organic growth. Okay. And then just maybe one last one for Chris. Obviously, this can be a bit noisy expense-wise. Next year, but just kind of any thoughts on round the kind of legacy expense growth fundraiser we expect from the equity franchise and, you know, within that context, you know, curious to what degree some of the AI initiatives and other technology items that are laid out in the slide deck can kind of limit expense growth to some degree next year. Could you summarize that question again for us? Yeah. Yeah. Just trying to think about the legacy operating expense growth run rate from the legacy equity franchise into next year and to what degree some of the technology initiatives and the AI implementations laid out in the slide deck can maybe limit expense growth to some degree into 2027. Yeah. Nate, I'll say around that, just generally speaking, we're in the process of budgeting an Outlook expectation. So more formality to come around this as we move forward. But, you know, off the top, our expectation is that these initiatives over time allow us to grow the balance sheet without growing the expense rate at the same clip. So, as we look to next year, as you look at NIE to average assets and you look at efficiency ratio, our goal and expectation is that on a legacy basis, that's coming down. Some of that comes with asset growth. A lot of it comes with control of costs, specific initiatives for how technology moves the needle there. Are coming together, but I don't have clear line of sight today to give you kind of the specifics. But I can tell you we're focused on it. We're motivated by it. And we do see that there is positive leverage to be attained there. We just don't have it to a number that I want to, you know, stand on today and say it's definitively this. We spent the last two days with a team going through some account verification and loan verification processes. That are meaningful moves if we when we get those implemented. Chris's point is this stuff will trickle in. You'll see it come in through the balance sheet. It's not going to be a huge announcement that we're implementing this wonderful software, and it's going to eliminate 4% of our efficiency ratio. That's not how these things are going to be implemented. They're going to be implemented as we as the companies all in the industry are able to implement these things and through growth and through shrinkage of turnover that you'll see these things optimize fairly quickly. And we're already seeing it today, but it's not going to happen in stairsteps. It's going to happen in a gradual line. Understood. I appreciate all the color. Thanks, guys. Thank you. Your next question comes from the line of Damon DelMonte with KBW. Your line is open. Please go ahead. Hey, good morning, guys. Thanks for taking my questions. Just to kind of follow up on the expense commentary, Chris, just wondering if you kind of had a ballpark of kind of where first quarter '27 would start on a combined basis with Lincoln and then kind of, you know, a cadence over the coming quarters throughout the year. Yeah. The what I'll say on non-interest expense and really the culmination of what is Lincoln is the expectation on the EPS side continues to be the '27 cents. But as we have moving pieces into closing that transaction and understanding that the dynamic of some various pieces we've talked about, I don't want to specifically say it's going to be non-interest expense or it's going to be NII or some other component. We're fully confident that we'll get the '27 cents. It's the where it comes from. So Damon, on that one, I just we'll provide more explicit guidance as we get closer and have closed that transaction. But for now, specific line items aren't the way to look at it. Okay. Fair enough. And then, you know, I think Brad mentioned pro forma you guys are 9.1 billion. You know, always having ongoing discussions with potential suitors for M&A. At this point, is there anything that would hold you back from going over 10 billion in 2027 if you were to find a couple of deals? Like, do you feel you've made the necessary investment, you know, in the infrastructure side of things from risk management and compliance and things of that nature to go over whenever that time comes? Or do you feel you need to continue to do work in that regard? No. We've made a lot of progress over the last three years. We've been very focused on that. We have a very specific operating plan on how to get to that number. Rick, honestly, did a good job of bringing in a couple of federal reserve bank risk employees that were on furlough at the time, that helped us write that plan over a 90-day period. We've been operating off of that plan. And so our chief risk officer we hired 18 months ago, I believe, approximately, has done a great job with his team in building out the processes. So I feel very confident with where we set today that if a transaction took us over tomorrow, we'd be ready to meet those challenges. Okay. Great. Appreciate the caller. That's all that I had. Thank you. Thank you. Your next call comes from the line of Brett Rabatin with StoneX Group. Your line is open. Please go ahead. Hey, guys. Good morning. Wanted to go back to the margin and just assuming that Lincoln closes let's say early December, just wanted to see if you guys could give some thoughts on the margin impacts from Lincoln and Fort Q aside from the standalone operation. Yeah. The impact to Lincoln as currently modeling. And again, Brett, I'll caveat this with the moving pieces of what is the closing of Lincoln and the composition of both balance sheet and income streams is a little bit in flux. But the impact to of Lincoln on the or the run rate margin is 8 to 10 basis points down. So as you think about that on a single month out of three, you're looking at 2 to 3 basis points of degradation based on call it a December 1st close. Okay. Yeah. That's kind of kind of what I was looking at. Okay. And then just, you know, I know you don't want to give margin guidance for '27, and there's a lot of variables that are in place, so to speak. But, you know, there's some definite tailwinds on the loan side with the origination rates and loan repricing and higher rates. But, you know, my question is, is there a risk that the margin you know, would relative to Fort Q would see some additional pressure in '27 just from funding new growth, i.e., new production on the balance sheet? Is that a lower margin than the existing one, which is obviously better than most peers? Yeah. I think I think I'll say two things there. One, 436 margin in Q2. 420 today. All numbers that were really proud of. And as an industry, are hard to retain. So maintaining and growing margin from here is going to be to your point, Brett, tough. But we're focused on how can we control for, you know, credit risk challenges to the balance sheet while also growing NII over time. So we don't want to take high-risk investments. We don't want it to play capital poorly. But where we can grow the balance sheet, drive NII increase, even if it's at a slight detriment to overall margin, we're okay with it because we want to get EPS and we want to get tangible book value growth for our shareholders. And that's what's driving us at this point. So yes, there could be some compression there based on incremental growth, but it's expansive to NII. Okay. Yeah. Perfect question. Or perfect answer there. And then the last one, if I could, just around M&A, you know, your Brad, this question for Brad, your first response around M&A, you know, kind of led me to question you've obviously been an M&A-focused institution doing a deal every quarter or two or three. And you've built out the geography quite a bit in the past few years. Do you think there's a shift to, hey, we're an organic story now and maybe we're less interested in M&A? Or Brad, just any thoughts on, you know, what you see as either the tools to double your franchise, as you say, in every five to seven years from here? Can that be more organic than it is M&A? Yeah. I think we we actually traditionally have been good at organic. We actually are good at organic today. And as Rick has helped bring some clarity to that, you know, we're doing a really good job in our core markets of originations. I think we have a lot of room for that growth. You know, I'm most excited about this year the number of checking accounts we have grown in our same stores legacy markets is exceptional. Jonathan Roop in that retail team have done an amazing job of growing those number of checking accounts. And I think we can just improve on that every year. So I think there is an organic story in our picture. We don't need to do another M&A transaction to be meaningful and relevant. So, you know, we're always this the LSB transaction came up because Iowa's been on our list of places we wanted to be for the last four or five years. And it's footprint is so similar to everything else we operated, equity bank, that it fits strategically so well. I think the combined company is going to be much better than the two companies separated. And so, you know, we have other opportunities that look like that. We're going to jump on them. But it's only going to be in the footprint that we're currently in. Okay. Great. Chris Hollis-Cowell, Brad. There are no further questions at this time. This concludes today's call. Thank you for attending, and you may now