This is another question that I have a great answer for, tell me about a time when an upper level policy change or decision held up your work, how did you respond? So in February of last year, Made Renovation decided to do a model change from being direct to consumer to a business to business to consumer model. Now my position as retail and events manager, I oversaw our own showrooms, our Home Depot showrooms, our outside sales channel, as well as our events, which would be industry events or local community events in the communities that we served, all very customer facing positions. So when that happened, basically I didn't have any work and I didn't know if I was going to have a job. My response to that was actually leveraging my experience from a former employer, Vivint Incorporated, who I had helped create a channel sales model where we would actually sell exactly the same thing, business to business, and then that business would act as a retailer and actually sell to consumers. My time there, we had grown up from a team of four people to an entire sales floor that was about 50,000 square feet, to now last year when they had a recent merger, the information came out that that sales channel had done $750 million in annual revenue last year. So that was very exciting to see, even though I wasn't there for the last portion of it. But I took that information and my learnings from there actually created a 16-page proposal that I went and managed to schedule a meeting with the CEO, say, hey, this is what we've done in the past, this is how it can be adapted and benefit us. The CEO agreed and actually gave me the position to lead that. So I had sort of become a de facto sales director where I was leading account managers and sales development representatives to actually grow that side of the business, which I had the opportunity to do from February until October when they had closed.