Lonnie

I think that's right.

Yeah, I think that's right.

Well, what I was thinking, and Andy, I'll let you talk to this too, but what I was thinking was refreshing.

How refreshing is that?

You're talking to an investor that actually wants to put more equity back in the hands of those that are going to take this to the next level, and how do we do it?

And I knew at that time, we have a very, I would say, communicative and cohesive board.

They're here to support.

We may not get everything, or the company at that time might not get everything they want, but they're open to it.

And so we had created a really nice...

culture with the board.

Prior to that, I think we had a little more of a hostile culture with the board and maybe a typical type old school board.

But this one has been very supportive.

So I thought it was refreshing.

I believe when Andy and I started chatting, he thought it was refreshing.

So I started working on the board.

of it with the investors and just open to the idea.

So if you go back to that three-year period, we'd already started saying, hey, we need to get more.

What you were talking about was more than what I had at least suggested to the board.

So I thought it was refreshing.

So as we got into it, we had one board meeting where I stepped in for a period of time as acting CEO in transition as we went through a couple of changes.