That's typically business that's due to the small to medium-sized glazers and contractors that are less price sensitive versus a longer cycle project that would have more competitors bidding for the same piece of work. So those same types of issues that we talked about in the first quarter around projects being delayed, intense price competition, those still exist for the long cycle business. But what we've seen is that the short-cycle business, or sometimes we call it storefront business, has picked up considerably over the last several months. And so we're excited about that because that business is fairly steady, it's higher margin, and it's really the bread and butter of what Arcadia was founded on, which was to serve as that small to medium-sized glazer.

That's helpful, Collar. um i guess jim does it feel like with all the work that you've done uh in optimizing you know the the network within arcadia does it feel like this is pretty stable so long as the the macro kind of still works with you or is there still kind of more work or more leverage to pull in order to drive better optimization from here well really the one thing i did was uh bring back jim schladen and you know the only other thing i did was nothing meaning stability prioritized just letting the thing get healthy by itself uh i think as far as getting it back to where it was in 2021

2022 you know jim he brought back the right people uh we reprioritized and brought stability into the supply chain, how we managed some of our supply chain partners. We've calmed down the level of introduction of whether it's new processes. You know, whenever you buy a founder-led company, and I have seen this a bunch of times, there's a temptation to try to boil the ocean right away and do everything new. We've stopped that altogether. There's a reference in the press release to the high-end residential business. which, you know, a couple of years ago, I could have told you I was more likely to close it than not. And that was just an overreaction, probably on my part to, you know, to the challenges it had because we'd introduced so much change and maybe set, maybe we set the goals for that company as far as how big it could get and how fast it would get there. Maybe we were too ambitious. And Jim and I had a handshake when he came back. You know, he'd get it to a certain level, both on sales and profitability, within a certain time period. And, you know, he's meeting all those goals. We're more – I think we're more measured on where we can get to in an absolutely horrible macroeconomic environment. When we first bought the company, I think we set out some goals that were probably too hard to get to. But we still have the best product in the market. We think the Arcadian name adds a halo effect to whatever we put out there on the residential side. And Jim and the people he's brought back are, again, every commitment, you know, he made to me and I made to our board as far as getting that business to where it is are all coming to pass. So, you know, the short answer is that the only thing I did was bring him back and let him bring back the people he wanted. We kind of restored the trust in our supply chain partners. You know, our people are restoring the trust our customers had in us when we let them down in 2024. And, you know, right now there are some things we probably could do in terms of processing. We think we got the systems. You know, we had an ERP conversion. You know, we're maybe 75% to 80% of the way there. We're going slow. It's still a big digestion issue. And as far as other operational improvement, I'd rather, you know, we're not going to force feed the company things like maybe we had in the past. I'd like to have tailwinds, to be candid, we really have headwinds in every one of our markets. And Arcadia, despite the fantastic performance this quarter, it's still got real headwinds as far as input costs, interest rates, general malaise with our developers. So when we have tailwinds again, we'll be a little bit more ambitious on additional improvements we can do. But for the time being, just getting back to where we were on the storefront business and with both our customers and our supply chain partners is, I think that's a tall enough task.

Got it. That's very good color. I appreciate that. Maybe one last one, if I could squeeze it in. It sounds like there was maybe a modest benefit to dyna EBITDA margins this quarter from the tariff refunds. Is there a way to maybe parse out what that benefit was and whether or not that stretches into the remainder of the year?

Yeah, we can. We had about a million and a half of tariff refunds in the second quarter. That's from a combination of refunds from the government as well as negotiations with vendors. We're continuing to go through and file for additional refunds from the government and continuing those negotiations with our supply chain. But it's really difficult to forecast what that's going to look like.

Just to be clear, does the current guidance already assume like a similar level of refunds for the third quarter?

It does not. The current guidance says no tariff refunds faxed into it.

Very helpful.

Yeah. Our ability to forecast tariff recovery is almost as good as our ability to forecast whether the Straits of Hermosa will be open when we walk out of this room. All right. Thank you. And operator, other than thank you to anybody who participated today, thanks for your patience. We're doing – we're trying to do the best we can in a very challenging market, but really appreciate all the work on the part of our employees at each one of our divisions here and in Europe. and we look forward to talking to you in a couple of months and enjoy the rest of the summer. That's it, Feliz.

Thank you. This concludes today's teleconference. You may disconnect your lines at this time. Thank you for your participation.