Thank you for joining us here. I think this is, I don't know, we're kind of making our way through mid-morning. We're getting closer to lunch, I guess. Boy, that was quick. For those that don't know me, Matt Hedberg, I cover software here at RBC, and we're thrilled to have EverCommerce with us here. We've known you guys for a long time, and it's fun to see the evolution of the company, and really a unique need in the market that you guys are serving. So Eric, thanks for joining us. Maybe to start out, you know, I think, you know, there's a lot of focus on the end customer that you're serving, kind of the SMB market, and you have such a broad take on the world. You guys reported earnings. Was it last week? I forget, it was last week or last week. Last week. Last week. You know, there's... And you know, some end markets are stronger than others, but maybe just kind of start out level-set us on kind of some of the broader macro trends that you're seeing, kind of the three big buckets of spend that you see. Yeah, no, it's if you think about the business in general, we are providing the largest provider of integrated SaaS solutions that service SMB. Yep. The good news is we're very diversified within that. So most of our customers, the largest category is home field services. So, you know, that's about 50% of the business, but 25% is in the health service, and then 20% in that, marketing technology type of category. So you think about the, the big categories, home field service, think of our customers as break it, fix it, your plumbers, your HVAC, your, you know, your... All, all the guys that go to your house. Yeah. Anybody in a truck go to your house. Yeah. They've been really consistent- Yeah ... you know, from literally. I say this from, you know, pre-COVID. You know, it stopped for a month in April, and then everything went back to normal like that. Just back to normal. Yeah. And it's been really straight through. Similar with healthcare, you know, our healthcare business is, you know, downstream both traditional behavioral health and some specialty medical. So that has been pretty consistent as well. So when you think about the core SaaS solutions within EverCommerce, they've been relatively consistent. The pipelines remain relatively stable. We talked about, within, at the, on the earnings call, the areas that we're seeing some some kind of headwinds- Yeah ... are really in the areas of the business that has any type of consumer demand. Yeah. So our MarTech business, which again is really supposed to be complementary to the SaaS solutions, lead gen, you know, kind of think of it like agency services- Yep ... to help these businesses. Yeah. That is 100% slowed. We're seeing headwinds in that marketplace, like a lot of other market services businesses. And the other piece of the business that we brought up is we have a buying group. It's a really great thing. You know, we have almost- Yeah ... 700,000 customers. Yeah. A lot, over 300,000 contractors. So we put together a buying group that we actually help these, help them get discounts and rebates back from, think of the big manufacturers, whether that's a Home Depot or a Carrier, or we have about 100 different organizations that we work with. So when the consumers, you know, homeowners, buying, you know, less HVAC systems because of economy, that does affect the rebate. So it's not a huge part of our business, but any of the consumer-driven demand parts of the business, that's the area that we're seeing some pushback on. When did that, maybe just level-set us, when did you first started seeing some of that weakness? Really end of Q2, really going into Q3. Through Q2 was pretty solid. Q3, we started to see some degradation, really in just that consumer demand. Yeah. It's been pretty stable within the rest of the organization. Yeah. But those pieces of the business, specifically the MarTech and the rebate piece of the business, were the two areas that the consumer division, this consumer demand areas, that we saw some pullback. Could you kind of ring-fence us for us? Like, what percentage of the business roughly are you talking about? That, like, we're talking about kind of softness. Well, you know, if you think of that, that, the MarTech, which we do report separately- Yeah ... that's about 20% of the business. Yeah. That other piece, rebates- The rebates ... it's small, but on a small range, as we talk about earnings, it was significant- Enough to move things, yeah. It was small. Yeah. But the business itself is relatively small. Yeah. It's also, well, we can talk about it later, but it's also a really good opportunity for us as well. Sure. So we've now taken some of those rebate opportunities that we have. Historically, they've been for, you know... They brought in customers by themselves within the buying group. We've recently, in Q3, launched a program within one of our larger downmarket solution, Joist, with one of the large retailers, and private labeled that. It's called Joist Rewards, and started to sell that through that customer base, which is very, very large. Within the Q1, we signed up over 5,000 customers. ... and generated almost, you know, small, but almost a $3 million ARR run rate on those, on that new rewards program. So although we're getting some pullback on the larger kind of rewards program, we think there's huge opportunity to kind of penetrate some of the existing 300,000 customers we have within the home service group by selling those rewards more direct. So short-term pressure, long-term growth opportunity. Huge opportunities, yes. Ultimately, that's more of a call on the consumer at that point. Exactly. and whenever- And again, you know, how do you get over kind of, you know, headwinds? You expand the base, right? Sure. If your base right here is your headwinds, you may have had the same headwinds across the base, but you have more customers. Yeah. Those headwinds kind of take care of themselves. Well, it's a portfolio of a business too. Exactly. So the overall muted, I mean, it sort of gets lost a little bit in the wash when you look at it- Exactly ... from an aggregated perspective. Exactly. Okay. Okay. Let's talk about some of the key trends in, like, the home services, which has stayed, like you said, fairly consistent. Yeah. What are you most optimistic for within home services? I mean, I think the two areas that we are extremely excited, and that is that business, and that we'll talk a lot about this, you and I have talked about this, the undervalued, the under, unlocking the value within the organization. I mean, home service, that business by itself is a very large business, growing really nice. Yeah. Very, very profitable... yet we've not taken advantage of the true opportunities. And so we have almost 300,000 contractors within that space. We're the largest provider of SaaS solutions to contractors, literally in the world. Yeah. Nobody has that many contractors- Yeah Working with. Right now, if you think about our three largest solutions within that space, we've barely penetrated the opportunity from a payments perspective. So we're in the, even within that space, it's still in the low teens, opportunity from the payment penetration. Just from the payment side? Just from payment penetration. Yeah. When you think about- Within your base? Within the base. Yeah, yeah, yeah. So that opportunity within that, within that group itself, not only is it a growing space, and it's a consistent space, but because we are such market leaders within that space, our opportunity to provide more value within that ecosystem, providing additional, you know, value services, is absolutely huge. The second part within home services that touched on a little bit, is utilizing the solutions we have, like some of those reward programs, taking it to not just within the greater home service area, but actually specifically within the software. And examples, you know, I've given that kind of example that we've launched, that Joist Rewards. For those customers that are taking Joist Rewards, they're doing the same behavior they did before at this national retailer, but because the relationship now with EverCommerce, and the rebates they get back from the program, their software is actually free. So when you think about the opportunity we have, not only to provide them upside, but to create more sticky value by making... Listen, you're getting a great software you're already paying for, just by being part of Joist Rewards, based on purchases you're already making at, you know, XYZ national retailer, you now are going to get rebates back that make your software free. So we literally just launched that in Q3. We have the opportunity to kind of expand that throughout that base and throughout some of our other solutions, which is super exciting. So you're seeing, like, viral adoption of that within the home services? Oh, that, that just happened. Yeah. I mean, literally within 90 days. Wow! Wow. Wow. So we think that is. You know, it's early. You got to be thoughtful. You got to, you know, roll these out in, in a way that makes sense both for our customers and our partners. But we were very, very bullish on that opportunity. We're gonna touch on EverHealth here in a second, but- Yeah ... 'cause I know there's been some rebranding on the EverHealth side. How do you think? You know, one of the things that I've always liked with EverCommerce, you have so many sort of brands within sort of the major header categories, if you will. How do you think about, you know, maybe, like, kind of the unification on the home services side? Do you see an opportunity to bring more awareness to all of the solutions under that home services umbrella? 100%. I think the EverPro brand, you know, was created almost a couple of years ago. You fast-forward a couple more years, I mean, we'll be going to market more and more with that unified brand where it makes sense. Yeah. We have some brand IP in the market that you don't want to take away, but we also understand that our customers, they want a unified experience. Yeah. We'll talk about more in healthcare, which makes even more sense. Yeah. As we consolidate the brands, we get a lot of, a lot of benefit. We get economies of scale on our marketing, our go-to-market, our sales, our success, and our retention rates on the customers, that you create better brand value. Sure ... just goes higher and higher. So, you know, we are relatively, in the scheme of an organization, we're really early- Early in that ... in the evolution of that, but we've made some headway within EverPro. But as we'll talk about EverHealth, we're getting really close to providing one of the first really true end-to-end- Kind of unified. ... integrated solutions. Yeah, yeah. Completely. Even from, like, an R&D perspective, it has to start saving on just support costs- Hundred percent ... on internal support cost. When you think about EverPro, before we go to EverHealth, think about the layer, uniqueness maybe between a plumber, electrician, HVAC, that's all good. Yeah. Landscaper, a little bit different. Security alarm, a little bit different. So you need different front ends where it makes sense. Yeah. The unified platform of dispatching, inventory management, payments- Yeah, it's all the back end. ... I mean, it's all there. Yeah. So we are actually creating unified back-end platforms for our systems. So the front ends can still be unique. So I'm a landscaper, and this is unique to me, and I wanna, I want you to talk to me as a landscaper. But the actual back-end commodity stuff that is the same for everybody, we are beginning to build those unified solutions, which will save on R&D, which will save on, you know, go-to-market, and we'll save on marketing, which is part of our story also. We will 100% unlock the growth opportunities within the business, which already exist, whether or not dragged down by some really non-essential parts of the organization. When you think about our growth this year, we'll increase EBITDA margins over 300 basis points. We may not grow it that much next year, but it will also, it will definitely be continuing to go in that, in that direction. So we see the opportunity to continue to get higher contribution from the solutions we have without degrading growth rates. So before we pivot to EverHealth here, when you think about the most important drivers of kind of the home services side, maybe just give us your top two or three? Yeah ... to sort of focus on. As we think about, like, you know, judging the future and kind of what to watch for. So the top two things are, number one, you got to grow new customers. Yeah. Right? So the softwares we have leading softwares in the verticals that we're providing. Yep. And you have to continue to invest to make sure that new customers are coming in, and they're... You're growing the software. So you're investing in technology, you're investing in go-to-market. Once you do that, it's the land and expand strategy with other solutions beyond payments, but I'll go back to payments in a second. We're providing reputation management, providing some marketing services, we're providing retention service to those customers that we know they want. But going back to payments, you know, we've always provided that as part of the solution. Within the last 12 months, we've doubled, tripled down on that. We've basically elevated that team as a separate team within the organization, which have, you know, kind of, you know, full focus on making sure that we take advantage of that. Because if you think about the payment opportunity within that space itself- Yeah ... you know, our three of our four largest solutions, or actually, if you think about payments in general, I know you'll probably get there in a little bit, but our four largest solutions, in terms of payments, they represent 86% of our enabled payment customers at this point in time. That group, that group of payments, that TPV and that 86% is actually growing just under 30%, and the revenue on that payments is growing over 80%. So when you think about that, that is the largest segment of growth within our organization, and three or four of those solutions are actually within that home service category. So as that continues to scale further. Even with that, this is interesting, 26% of that, of those customers are enabled to payments today. Only 12% are actually utilizing, and we can talk about- Oh, wow! the difference between enablement and utilization. What is the... Yeah, well, talk maybe just- So enablement isn't a passive thing. They're actually. They've raised their hand, they've went through a process, they've signed up- Yeah ... they've given information, and they're now enabled because they've been approved- Yeah to take a payment. The utilization is, you know, I've signed up, and now I'm going to actually start processing. Yeah, processing. And the difference is, you know, we're dealing with small businesses. They get distracted, they get, you know, they signed up cause they wanted it, and then something else came on that was a bigger priority, and they just went back to whatever old process they're doing. So our opportunity, which we can talk about, you know, a little bit on payments, to be even more proactive- - with these organizations. Converting enablement to process. Converting enablement by different incentives, but also just more touch points along the way. You know, if you know, the opportunity just getting the people who have enabled- Yeah to process more effectively, it is, exponential opportunity within the organization- not just on growth, but on margins as well. That seems kind of low-hanging when you think about it. It's- You've already got, you've already got enablement. It's just... I mean, when you think low-hanging in general, we talk about it several times. We have almost 700,000 customers. Yeah. They're all utilizing our products, engaged in a very positive way. The things we need to do to be proactive to get them to utilize more of the solutions and utilize the solutions they currently have more effectively- Yeah - is what really excites us. Let's talk about EverHealth now. It's gone through a bit of a rebrand here, and is the official launch. It's next year. Yeah. Is it? Do we know? Yeah, we'll be fully launched by mid-next year. Mid-next year. We're going to some conferences and kind of soft launches in kind of early Q2, late Q1, and then by, call it, you know, end of Q2, we'll be launching the marketplace. Okay, so talk about what, you know, that could mean for that business- Yeah - and why it's so important. Yeah, there's a lot of businesses out there, specifically in the downmarket, healthcare spaces, that talk about these end-to-end solutions. Customers, specifically these downmarket. When I say downmarket, smaller practices, whether that is, traditional, you know, single practice, physicians or, you know, small multi-practice, you know, specialty practices, they do not want to interact with multiple solutions. But today, they're interacting with, on average, five different solutions. So they may have a EHR, they have separate practice management, a separate claims processor, a separate patient engagement, a separate, you know, marketing technology that kind of connects them. And even the organizations that have done some acquisitions, who've kind of put a lipstick on a pig and say: "Look, we do everything. Yeah. They have not integrated the process. So as we've done a lot of market research and talked to a lot of organizations, it's really game changing. We believe this is a game-changing opportunity. It will take time, not just from the branding, but from the operational connectivity, but we're getting closer and closer. And so what that means, not only from a go-to-market, but from a customer perspective, combined EHR and practice management with an integrated patient engagement solution, with an integrated claims processor, and then also with some front-end ability to connect with new customers, all under one interface, all under one brand of EverHealth. And so they can come into the ecosystem wherever it makes sense for them, but they could ultimately have a one end-to-end solution without having to touch into or log into four different- ... or five different solutions. And so we have heard loud and clear from our customers. This is what they want. We have taken the solutions we've owned, and we've been doing the back-end integrations for, you know, several years now, and there's still some work to do, but we're getting closer and closer, and that will be launched as one EverHealth brand again sometime next year. So what- Super excited. We get to... I mean, it feels like, if I'm an end customer, that's what you want. You want simplicity. Yeah ... you want, ease of use, integration. So what does that mean for growth in that business, both like sort of like landing new, the ability- Yeah ... to land new customers, but also then from an expansion perspective? Well, it's a combination. It's a great thing, and I'll talk about it both from the front end and also from a growth and profitability standpoint as well. So we believe, you know, when you think about go-to-market, our ability to focus our spend on a brand versus multiple brands. Yeah ... is absolutely huge for us. From a customer experience standpoint, as they... The market and the healthcare market are incredibly skeptical. They almost don't believe, 'cause they've been told this story before, that they can have these simplistic end-to-end solutions, because in general, the healthcare market are laggards. They just do not have great technology. So as you get them into the ecosystem, they're often disappointed by their solutions. We are really creating a really tech-first, you know, customer-centric solution that will not only fulfill what they're looking for- Yeah ... but then provide them. So if they come with the EHR practice management, why would they use a separate claims process- Yeah ... when it's already built in the solution? Why would they go out of our ecosystem and use a separate patient engagement solution when it's tightly integrated to the ecosystem? And so the opportunity for them to take more than one solution, it's almost innate because it already exists. Versus today, you know, we can do this, but we're no different than anybody else to some extent, where we have good solutions, we've integrated some of them, but there's some handoffs. Sounds like they're still point-based at that point. It's not as seamless as- Yeah ... it will be. Yeah. It's gotten better, but not as much as it will be. So you think about it from the back-end systems, we now have. We've already done this. We have one sales team that will sell you your EHR practice management, as well as your patient engagement. We've got one customer success organization. So EverHealth, you think about the future of EverCommerce, it looks like EverHealth. Right. We've really built, you know, within a general management, you know, structure, full downmarket, from lead generation, to sales, to customer success, where one sales rep could actually sell you what you need to be successful in your business, and there's not this passoff along the way. I see, I like you because it really, when you say EverHealth is the future, kind of EverCommerce, it sort of dovetails back to the, on the, the home services side too, right? Hundred percent. I mean, and, and that's kind of what we were kind of talking about a second ago. That's what I was talking about earlier, about blocking, you know, unlocking the value. Yeah. If you look at EverHealth as a business, which it really is operating as a business, you look at EverPro also as a business. Yeah. Those two businesses independently if you were just, you know, objectively looked at them, which we don't break them out, would be worth more than EverCommerce as a whole today. You know, so one of them probably 2-3x of EverCommerce today. Well- The underlying value of this organization, it's on us to unlock that value by making people understand the real great organizations and the software, and the solutions we have underneath the EverCommerce brand. Have you talked about how many solutions an average healthcare customer takes today? I don't know if you've talked about that. Yeah, I don't, I know, I know. I mean, is it like, is it like 1 or 2 out of the 5 or 6? Yeah, I think most of them are taking our EHR practice management. We've begun selling them on our claims processing- Okay ... and patient engagement. But we've got about, probably about a 10% overlap currently taking our patient engagement solutions today. So I think that most of them are in that EHR practice management, where they come into the ecosystem. It sounds like it's a 2024 driver, but even more so, a 2025 driver. Yep. on the Ever- Both top line and bottom line, yes. Let's talk about the home services side, kind of the third business that you've got. What are some of the most important aspects of, you know, kind of the healthcare, you know, kind of that side of the business? So I just want to make sure I understand the question. So, the home service, going back to the home service or the MarTech? Well, we, I guess we haven't really talked about that. Well, EverWell. I'm still talking about EverWell, yeah. So when we think about EverWell, it's really broken in two pieces. One is our fitness assets. So think of it as fitness, spa, and salons. Spa and salons are a little bit over here, and the fitness is the business we spoke about for quite some time, where it's a small part of our business, you know, sub 5%, you know, actually sub 4% of the business. Fortunately, it's not a large part of the business. Unfortunately, it's the one area, the one software piece of the business that hasn't fully recovered pre-COVID. So it's... You know, even when you're starting to see, you know, I think Planet Fitness came out, and their numbers started going in a positive direction, but new starts across the board are just slow. So because we're selling software, transactions are great when you come back to the gym, and we get your payment. But if the organizations are not opening up new stores, like, you know, back in 2018, your Barry's Bootcamp would open up 10 stores, right? There was-- you name the, the niche gym was opening up a bunch of different stores. That has slowed dramatically. So, we own it. We're investing appropriately. It's not an area we're going to be doubling down, and it's not an area that we think is going to be a big part of the future of EverCommerce. Separately, we think- You're talking about EverWell in general- Well, more the fitness part- The fitness side, okay. When you look at the salon and spa part of the business, it's a really nice business. I mean, that business is growing at really nice rates with getting some more significant scale, huge payment opportunity. We launched. The majority of that business is we have a U.S.-based business, and the fastest growing part is in New Zealand, Australia, and the U.K. The example of a payment opportunity we have, so historically in that business, we just had within that business the ability to take payments for a reservation. So if you canceled your reservation, you would lose your deposit, or you could put a deposit down for, you know, prepay. We didn't actually have ability to take pay when you got your haircut, not your eye- Yeah. But when people get their haircuts, basically. Yeah. And so when they went into the stores, the POS wasn't our POS. So somebody would go in, they would set up all the appointments, they would schedule all the stuff, and they would use a separate POS, not related to Timely as the brand or EverCommerce, and they would take the payments. We launched Timely Pay in Q2 of 2023, and that year-over-year growth in payments is, I think right now, just under 90% in terms of our penetration. Now, what's even more interesting- is the payment for the customers that are taking it, we are generating 3x payment revenue on those customers that are taking it. So it's taken a little bit to understand. We have, we have the solution that took a little bit to build. Now, it's getting them the solution, turning it on, enabling it, and getting them to roll it out. So we're seeing a huge growth opportunity, and that's just an opportunity to say, well, we have, you know, literally tens of thousands of customers, like 25-30,000 customers in this space. Why are they not taking your payments, right? Yeah. That makes sense. Yeah. Well, we have the right solution. So you build a solution, which means the right POS integrates with the core, and then you begin the rollout. So they will be taking our solution, and ultimately, it makes no sense not to use our solution. But when you're dealing with that side of the marketplace, you're dealing with the quantity you're dealing with, it just takes time. So we're seeing huge growth within that space, but it will take time to fully penetrate. On the... And I'll ask you one more question, then we'll see if there's any questions from the folks out here. You guys, you've talked about leveraging AI and generative AI for a while now. Maybe just level set us to what this means for... It's, you know, we like we already waited 25 minutes to get to kind of the AI piece of the- Right ...the presentation, but what does that mean for you guys? And does it, and I guess more specifically from a monetization perspective. Yeah, I think we think of AI both on the front end and the back end. Yeah. How you create products, so you can sell more to your customers, and how do you create more efficiency within the organization? I mean, you guys, everyone have seen it in the businesses. I mean, it's exploded. I mean, even within the last six months, my answer today would be different than it was even six months ago. From an internal standpoint, we've been utilizing AI from marketing lead gen scoring standpoint for really five, six years. It's getting even better in terms of our ability to target consumers, to target businesses more effectively, utilizing AI to filter through our, our entire internal, you know, go-to-market strategy. We've created products within some of our service products. We have a solution that we launched this year that allows our customers to go through, you know, thousands and thousands of surveys to provide real-time insights based upon the data that they read through. So it alleviates the need for our customers to do that themselves. It's huge, amazing feedback we've received from that so far, and began selling that this year. Then, the other internal thing we've done that I'm sure a lot of organizations are doing, but I didn't realize the impact it would actually have. So we've rolled out GitHub Copilot across our 400 developers, and we're looking at somewhere 30 to 45% increase in productivity- Within that ecosystem. And so that literally just launched, you know, mid Q3. So does that mean you just don't have, you're not gonna hire as many developers, or? I think what it'll be a combination of our ability to be more thoughtful on new hires, but also the productivity we will get from existing ecosystem- Yeah is significantly greater. So we can create new products, new solutions, better user experiences, and generate more revenue and profitability. From a customer perspective, not your customers. Yeah but your customer's customers. Is there a customer service angle to, you know, the lawn care, you know, business owner servicing their own customers of, you know- There will be. Leveraging gen AI? Yeah, well, those are some of the things we're working on as well, so they can create more connectivity. And remember, we're dealing with the S of the SMB. Yeah. So these guys are not on that cutting edge ability to utilize some of that. But we are. We are building more solutions with our mindset is how do we make and simplify the lives of our customers? And doing that, utilizing AI within those solutions itself, if that provides that value, 100% of the product. I think as a consumer myself, so of some of the S, and you know, having, turning a you know a guy in a pickup truck into something that even feels bigger than that- Yeah through more personalization, seems like, you know, maybe it's not for everybody, but it certainly feels like there's a Well, those who don't do it won't be competing- Yeah -much longer. That's- It's too easy to do it. And you look at that person, and that guy that comes in a truck, the professionalism and the way they interact with you, from the time you generate a lead to the time they show up at your house- Yep ... whether their service is good or not- You know it. You think their service is good. Yeah. Totally. Because they're tech forward, right? Yep. And so all of us are skewed to believe that. Yep. That is really that is our business. That, that is what we're providing to these businesses, allowing them to compete with much larger organizations, to look just as professional, to provide just as good a service as- Yeah -them. Some of the bigger, bigger folks. Exactly. Other questions from folks out here for Eric? If not, I have a couple others. Yep. On competition, you know, who you bump into, and... Competition- Yeah and who you bump into. Yeah, so every category is a little bit different. If you think about, you know, our largest category, which is home field services, you know, we are, you know, we're much more down market, and we serve— You know, if you think about the categories we serve, it's from the real, like one guy, that's our kind of, our choice, to kind of the... We just bought a company called Kickserv, which would be that middle, and then Service Fusion would be our, just our larger solutions, really, 10 trucks. So the big brands in this space that you may have heard of, like a ServiceTitan, we're below market, those guys. You know, you'd probably see in that mid-market, you know, a Jobber or home, you know, Housecall Pro within that space. Yeah. Those are some of the names that have built some traction. Some of the sub verticals that we're in, these are real small, like, you know, $5 million, $7 million, $9 million revenue businesses. So, you know, we are the gorilla in this space. We have 300,000 customers within that ecosystem, so we are the bigger brands within that space. In the, you know, healthcare space, we're downmarket again, so you sometimes touch into, on the higher end, nowhere near, like the Epic, but maybe an Athena on the, on some of the lower end of stuff. But a lot of smaller, niche players within that space, within the healthcare. To give you a sense of our scale, we have over 80,000 practices, 150,000 physicians, and we served over 100 million patients last year. So when you think about competition, in the spaces that we serve, we are the gorillas in those spaces. We have a lot more scale than people understand we have as an organization. Thanks for the question. One of the, I think, the biggest challenges that I hear from investors is the liquidity. Just, you know, candidly- Yeah and it's something that you can't really control all that much. Your big shareholders don't sell. They're sitting there. I mean, so how do you, as a management team, think about liquidity? And, and obviously, some of it's market dictated. Yeah ... but how, 'cause that seems to be one of the bigger challenges? Yeah with net new shareholders. I think about it more than you think. You know, it's a real challenge. We meet with a lot of investors who see the story and see the opportunity. Yeah They want to take larger positions. Yeah in the organization. And we're fully aware it just doesn't exist right now, but I will say that the, the good news about that is, the reason it doesn't exist is because the investors that own our stock- Don't sell ... don't want to sell. Yeah. Because they believe strongly in the upside of the organization as well. Yep. And so the ones that are closest to the company, that see the underlying value of the business, and they see that it's... We believe internally, it's, you know, 2, 3, 4x of what it should be valued at- Yeah ... it would be valued at in different market opportunities, is what we're looking at. So what could we do? Continue to drive the business, continue to drive, you know, profitability. I think we increased, I said, over- Yeah -basis points this year. Yep. Continue to drive top line, and our view is through a variety of factors. Again, the buyback's a big part of that. So we believe our stock is the best buy in the market, so we're buying as much as we can, so. There's a double side, so, you know, if you're- There is. ... Yeah, you're taking liquidity out of the market too. We get it. Yeah. But if we're not getting the proper liquidity- Yeah ... we might as well own it. So I think there's a big opportunity for those that wanna get involved 'cause we think the upside is real big. Maybe just in the last just minute here, we talked, we touched on a lot of things, a lot of reasons to be excited. Yeah. Some of it's in your control, some of it's out of your control, like the health of the consumer. Yeah. When you leave us here today, what are, like, the two, you know, most important things that we all should understand about EverCommerce? I've touched on them, you know, a few times. I think the one thing that gets lost in our story is the actual scale of our business. Yeah, significant. Because we're under this umbrella of EverCommerce, but you look at the businesses we're serving, specifically EverHealth and EverPro, which is our two kind of cornerstone businesses. You know, EverPro is over 300,000 customers, EverHealth, almost 100,000, you know, practices that we're serving. When you think about the opportunity to provide more solutions to that embedded base of customers, is absolutely huge. Significant. And then double down, as I said before, when you think about that, the payment opportunity that we have as an organization, less than, you know, just approximately 11% penetrated, and we're watching the penetration go up. So what, what happens with that? As you're selling more into those bases, but not only increases your top line, but that business is 97% gross margin. Yeah. It's gonna continue to drip to the bottom line. Yeah. We look at that as not a quick, we're gonna get a quick hit in 2024, 2025. Yeah. That is a 57- Decade-long ... Oh, it is, it is a long opportunity. Yeah. Because remember, we keep going to the top. Yep. We keep going top of funnel as well. Yeah. That's, that's what we're super excited about internally. A lot of things to be excited about, all the rebranding and everything else. So, yeah, from all of us at EverCommerce, Eric, thanks, and Brad, thanks for coming, guys. Thank you so much. Cool. Cheers.