Randy Wilburn [14:58] I got a chance to watch a couple of videos and I certainly encourage anybody listening to this episode. We will put links to some of those videos in the Show Notes, but definitely check Stok out because they definitely practice what they preach. And you had really short videos only like five minutes long that were kind of ushering out 2021 and welcoming 2022, and you highlighted all of the really outstanding things that happened. And some of it was client-related, but most of it was the way that your people came together and all the successes that they had throughout the calendar year and I was really impressed by that. It spoke volumes because you not only say it. A lot of times people write stuff on their website. They put stuff out there just for window dressing, but it appears that you guys really are walking the walk and talking the talk when it comes to all of these core values and that is at the essence, the very essence of who Stok is as a company. So if somebody were to say, oh, I want to work with those guys, I wonder what they’re like. You guys are like wiziwig, right? What you see is what you get. I think that's important because a lot of times people put on a good front, especially in certain industries and certain verticals and markets and the design industry is not immune to this. I mean, it happens, but it's refreshing when you see a firm that really is doing what they say they're going to do and they're not looking at exclusively just how much can they make. What is their ROI going to be, but they're looking at the totality of the impact that their footprint of an organization has on the world, right? I know that's a big statement but it just appears that you guys are putting that into practice. Burke Pemberton [16:48] Well, thank you, I appreciate that and it's good to hear. We're our own worst critics and it can always be better. I think the way to authentically live to an organization's values, the way we strive to is really by being transparent and then listening and then communicating and following up. And so we make a lot of effort to ask our team members, how are we doing? Are we doing what we said we were going to do? Is there a way we could do it better? We have these constant feedback loops. We do it in a lot of different formats, too. We do it in town halls. We do it in engagement surveys, poll surveys, and we have a couple of different programs set up where people have a designated, what we call our people role or a mentor, where they can confide in and say, hey, here are some things I'm struggling with. And we sort of funnel all that into the governing body in the organization that makes sure that we're staying on top from a strategic initiative standpoint, staying on top of these commitments to our values. And it's not easy. We don't do it perfectly all the time. Rome wasn't built in a day. And there's been definitely some iterations, there have been mistakes made. If you're trying to learn, the best way to do it is to make mistakes. Fail early, fast, and often is what they say, right? We've made plenty and we try to learn from them each time and make a little bit less and become more efficient over time. A good example of
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