Kevin Tawil

And Jim was entirely on either landing new accounts or managing our existing clients to drive more subscribers through their customer base.

And I was about 50% on that, working with existing clients and 50% on operations.

Which meant that we knew by commission, which is the right way to do it, that we were taking risk on the operations side.

So was the call center open?

Were calls being taken?

Were customers happy?

Were they being supported and aided on the side of the road appropriately or not?

And we were counting on the people we had in place to manage those to ensure that that happened.

Now, one of the things we did do to make sure that the operations were up and running, Jim and I would actually set our alarm clocks in the middle of the night.

So I would set it for 1 and 5.

Jim would set it for 3 and 7 a.m.,

And we would wake up and literally just, while still in bed, call the 800 number, make sure somebody picked it up.

Because at that time, while we were 24-7, well, 24-7 meant three people in a couple of cubicles in a small room in Houston, Texas.

It wasn't much of a failsafe or a plan B there.

Yeah.

And occasionally stuff would happen.

Like one time, somebody threw a brick through the window at our call center and police got called.

And so the call center was down.

So Jim and I rushed down the middle of the night.

And sure enough, I mean, police presence in Houston in the mid-90s was incredible.