Charge a percentage of the practice's revenue instead of per-feature fees

… a software that's outcome-based rather than buying up general practices. I don't think that's the right solution for somebody like us. DSOs have done that and they have built these organizations and they've actually, many of them have actually folded and failed. I think the game should be about building an outcome-based software, right? Which you become, you sell the full ecosystem of how to run a dental office, right? Includes all the software

needs that you need and be able to sell that thing as a, perhaps even as a percentage of their revenue, right? So in that way, what you're saying kind of does make sense that you're owning a part of the dental office, but not in the traditional sense that you actually literally own the brick and mortar dental office. You look at McDonald's, McDonald's is really a real estate company with a very efficient McDonald's that sits on top of it. A lot of these companies, Sears, Macy's that were founded way back in the day are now trading off the book value of their real estate holdings underneath. And so I just wonder, I'm searching, what's the modern day

analog to those kinds of companies? And I think it's going to be somebody like you and Aditi. Maybe you don't go buy the practices, but to your point, if you're helping drive all their revenue because of this great software you've built, service as a software, you're pretty darn close to being an owner. You are. And at that point, as I said, you should think about selling the services more as a percentage of the revenue than just the software, …