So that's an ongoing challenge. We're always trying to rise to the occasion, but it is challenging. Marshall Atkinson So how much of that time, especially during the onboarding process is spent educating your customer about what the possibilities are, where the choices they make have time, or logistics, or cost or some kind of back end cost to what I want. Right? So do you spend a lot of time kind of just showing them the ropes about what's possible and the consequences of maybe these actions further down on the road? Jordy Gamson So we do, and it's an ongoing education. Although sometimes, educating the customer can be perceived as these, you know, "your delay of giving us information or these choices, or if you come out of the gate with a new program and it's 800 SKUs, here's what it means for us." So we don't want tomake it seem like we're whining and complaining, but at the same time, we have to be good leaders. And if we lead them properly, they will follow. And if we lead them properly, we will be able to successfully execute on where we're leading them. So that is not only an educational process for the customer, but it's also an educational process for ourselves because our capabilities are constantly evolving and tweaking and, you know, not everybody is well-versed on the entire 360 scopes. So we're also learning when to bring in other subject matter experts into the conversation so we can make sure that our own people are learning through their own mistakes. When someone in a department, maybe that sits across the room or now, you know, virtually, would have that knowledge and could help expedite or save a lot of downstream aggravation. So the educational process is constant on both sides on the customer side and internally. <<COMMERCIAL>> Marshall Atkinson So how are you using technology to your advantage these days, you know, to be more efficient, save time, save labor, do things correctly? What are you guys doing? Jordy Gamson So we're constantly evaluating our technology. We have our main ERP that is the backbone of the company. But we have all these plugins that we read -- that the call I was on, just before this was all about our critical mass planning and visibility from all aspects of the company where anybody can come in and see like a company-wide calendar. And I don't mean like holiday party stuff. I mean, which customers are doing initiatives and which departments that affects, and what their role is. So to where there's a lot more visibility. I'm personally not a technology guy, but we, fortunately, have a lot of technology people here and we're leaning on as much of the technology that we can vet out and it's hard to implement things. You can't just kinda bring new technologies in without properly vetting them. And then also it has to work as holistically as possible. You don't want to have too many independent technologies running because it gets very cumbersome.
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