Robert Fiveash Okay. So maybe, maybe not quite three years ago. But it really touched us in a lot of ways. And, we wanted to do something with our team because they were traumatized by it as well. It was obviously at a concert at a music event and just a tragic evening, and we wanted to use apparel to kind of make a statement about that and how music is -- music can't be taken off, it can't be put down, and it can't be silenced. And so we created something called the Band Fuel, rather than a Brand Fuel, but Band Fuel project. And what we did was we had all of our employees. I think, Danny, howmany of us? There 25 or 30 folks at the time actually participated. We took short one, two-minute videos of our employees, and their favorite band tee and a t-shirt. And they described what the artist that was on the t-shirt meant to them. And I will say it was one of the, probably the most meaningful things that I participated in, at Brand Fuel. And I don't know how many, you know, these things -- none of these things actually went viral or anything, but that wasn't the purpose. I mean, the purpose was for us to express, the power of music on our medium: on t-shirts. And it really, really was a fantastic project. And I would encourage anybody who might be interested in seeing how to pull something like this off, check out the Band Fuel project on our website. Really, really was meaningful to all of us. Marshall Atkinson I love that. I love that. And you know, t-shirts, I think really kind of dig into people's memories. And that's the reason why a lot of people get a shirt when they go to a concert or they order a shirt from the band's website is because they want to show that they're aligned with that emotional link to the music. And I really love that for all those reasons you suggested. So that was great. <<COMMERCIAL BREAK>> Many typical customer challenges that you have had a history of solvingmight be changing. So what do you see as new areas of opportunity and what is driving that new success? Robert Fiveash Gosh. Well, I think, you know, one of the biggest challenges that we've always had and it exists in pre-COVID and post-COVID, is the fact that some of the products that we sell in this industry ends up in the landfill. And, I don't know Danny is it Jamie Mera was the originator of “brandfill”? So let's give him credit for that. But, Marshall, “brandfill” obviously is the negative side of what we do that, a portion of what we sell ends up in the landfill. And I think, you know, as we move into an environment where clients potentially have less to spend because there's so much uncertainty out there; they are even more in tune with ROI and they're even more into with the fact that the product that we sell them -- whether it's apparel or whether it's hard goods, it's got to last and it's got to be something that they know, put on, and wear and bring eyeballs to the t-shirt or the polo shirt or whatever, whatever it might be. And so that is something that, is very important to us. And we've had a longstanding, I guess, somewhat tongue and cheek policy, that we will fire our employees, if they sell stress balls.
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