Lonnie

over time.

And both of those individuals, actually all three of those individuals are succeeding and flying and doing different things.

And Dave's just started a new company and he's excited about it and everybody communicates and connects.

But it was time even for me to step aside and step back into the chairman role and let Andy go.

And Andy has just taken things in the last seven months to a new level.

So I feel like a proud dad, but it makes me feel old.

And he's done all this by himself.

And of course with the team, but he's really doing a remarkable job all the way down into getting, you know, the relationship with you.

So.

You know, I think we've done some things along the way, even, you know, through kind of a tough three-year period, if you will, just with the economy and everything kind of shifting to the left and right.

So short-term stuff, bonuses and, you know, things like that.

So it'd be more on a lower level scale, if you will.

So if we couldn't get the equity there.

And, you know, what's interesting too, I one time wanted to give equity to an executive team, another organization that I was there and everybody was grateful for it.

um but one guy and he came to me and said hey i've got two kids in college and i'm trying to get through that and cash is more important to me now than it will be in the future and we sat down as a team and you know worked with hr to make sure we were we were above board doing everything correctly but we did something completely different for him that kept him in the seat all the way until

you know, like five, six years later when the company started to transition.

So I think sometimes what motivates us is not always what we think.

And, you know, in Andy's case, clearly he's been there from the beginning.

So being able to do what we've done, what you've done for him, and we were able to approve has been a really big, you know, boost to him.

So non-traditional stuff is still very effective and we've used it from small to big.