Mark Graham Yeah. Marshall Atkinson And at that point it was just, you're just doing it for yourself and you hadn't even called it commonsku yet. It was just the Right Sleeve platform. What did you name it? Mark Graham Of course, it had a name... the internal name was called Roman. And, that stood for Right Sleeve Order Management. It was a terrible name, but we loved calling it that. And, yeah, it was called Roman. But it's interesting that you say that because that's exactly what happened. We were so proud of this great system that we had created for our own use. And it's interesting, as soon as you step outside your own little narrow world and you show it to someone else who's in a totally different industry and their first comment is not, “Hey, you should be really proud of that great system that you built for your own company.” They go, "Why the heck are you not making this available at a global level?” And for me as this promotional products entrepreneur, it completely blew my mind and opened me to all of these additional possibilities. And that started a journey that completely changed my trajectory in the promotional products industry and beyond. So it's interesting... now, Marshall, you did ask the question about to switch from selling a product to a service? I wanted to make sure I answered that question. I thank you for letting me take a half step back in terms of just telling you that particular story about the date, the a-ha moment. So, what I have learned about that transition is that in the promotional products industry, when you're selling as a distributorship, it's mostly an at-once relationship with your end client. So if your end client is Microsoft, and they need a product for their company store, or they need it for this big new developer conference that they're creating, you're the person who's brought in to create a great product for them. And that can be creative and strategic and awesome and all that stuff, but it's largely an at- once transactional experience, and moving into the service space is actually fundamentally different because you have that customer potentially for life and you're interacting with them literally all the time because they're paying you on a monthly basis from a subscription model. And so now your relationship is not so much, “Hey, Microsoft, I can work with you six times a year on your six conference opportunities you're going to give me.” Now, I'm working with a customer literally all day, everyday, for as long as they choose to remain a customer. And I think that that took some getting used to, to be perfectly honest, in those early days, because it requires a different mindset around customer service. It requires a different mindset around how you support the customer. And, the fact that you're hearing from them all the time, it's just different. But that's been a transition that I think we made fairly well in those early days.
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