Brent Norling

Yeah.

I think also, and you know, I don't really intend any disrespect to the good people at the IRD, although it might come across that way.

Look, when they've done a big hiring round to really bolster their enforcement team, there's a lot of inexperience in there now.

And that inexperience means there's a diverse approach.

So one case officer, you might get a really

collaborative approach and you might have another case officer who is just a absolute battle-axe and wants to take a hard line.

So it's really hard sometimes to know

what approach you're going to get when there's no consistency.

But also if you've dealt with someone who's a bit more of a battle axe, you're much more likely to keep your head in the sand.

If you're dealing with someone who's actually been really constructive and collaborative with you, those people actually probably resolve it without the need to engage us.

Because their main goal, the IRD, is still to try and get that money back in, right?

Yeah, so they've got a statutory obligation to maximize the recovery of debt.

And that's one of the things that I've got some issues with because sometimes you have a proposal which, you know, this company has nothing.

It could be a services entity.

There's no assets.

So if the IRD liquidates, you know, there's a couple of laptops and some desks to sell.

But if the ID works with that taxpayer, quite often people will sell a house.

You set up a company to have limited liability.

People in these situations will often pierce that themselves and go and sell their personal assets to resolve it.

Um, so a good case officer at the ID would allow some time and negotiate with that taxpayer because ultimately they're going to get much more out of a, out of a proposal than they will out of a liquidation.