Peter Molloy

Even if you look at, if you just took some of the things, like we mentioned environmental regulations, if we just had to deal with them, like other shipping sectors, what engines, what fuel, what engine, how are we going to get the most life out of this?

That'd be one thing, but they also have to think about, well, what's the cargo going to look like in the future?

How are these things going to, are they getting bigger?

Are they getting heavier?

Are they getting longer?

Do we need to go down the road of volume?

Are we better with deck, more deck space, open deck space?

And of course, again, that is us doing a very broad analysis, right?

So if you have a very specific requirement and you need certain ship specifications, you could easily go into the fleet and find that there's only five ships that suit what you need to do.

And if that is your situation, you're going to have a challenge.

And would you do, like say for example, now we would do a forecast for five years and I know you guys use this to, you use it for different things, but like different people use it for different planning.

But like, would you have, say on your product side, would your production team have like a five year production plan, what they're going to do?

But would you also have...

a logistics plan for five years?

And of course, cost.

So I do go from that assumption that although, like say when I'm modeling things, you kind of think, okay,

if say general cargo take like i said earlier they take a chunk out of the market and they ease a bit of the um decline for project carriers but it's only going to be the less complicated project cargos

Or am I wrong?

I mean, do you still see a huge value?

Like you said, it's service driven.