But at the end of the day, one of our shortcomings that we're trying to overcome is better accountability for everybody. And also, better visibility for everybody. So like right now, there's, you know, a couple of people in the company that hold the keys to everything, and not everyone can sort of see what's going on. And therefore, not everyone has a full, clear picture of what's happening. And that's something I've struggled with over the course of 10 years of this business. Like, figure out ways to make sure that everyone knows like what's happening in the company, but also then everyone knows we're doing things that not many other print shops can do. Because it's like, I'm looped into other printers and the screen printing community and even learning more about the fulfillment community. I see that. But you know, on a day-to-day basis, like, you know, Corey down in production, he's not looking at the forums and not seeing what other people are doing. And so, we're constantly trying to make sure they're like, they're understanding and proud of the work that they're doing. So yeah. That didn't answer the question I think, but it just comes down to like, we try and treat people well, and it's still, you know, we're still very much growing and I would say we're growing into or learning how to be a better business. Marshall Atkinson Okay. So let's take the example of the person you had to move into the fulfillment role. So are you giving them some training, or what tools are you using to set them up for success? Because obviously, that has to work out. Eric Solomon Yeah. And so for us, it was a complicated situation. This other employee had left, we had figured out before him leaving, he was doing responsibilities and duties in that department that probably would have been better suited for two to three other people. So, we hadmade a decision when we knew he was leaving to hire based or just split that role into two. And, when he made that announcement to leave, we had put some people in place and the person that we had put into place for the customer service part of that position, he took over when that previous employee left. And then, he immediately had to leave because he had exposure to COVID. So now we had a perfect storm of this vacuum, where we had no one really in charge. We had orders flying in left and right, like we couldn't keep up. We had customers upset with us because we weren't getting things scheduled or out the door quickly. And I had to jump in and try to learn a department in my company that I knew nothing about. And so, in the middle of the summer, we sort of took a step back. We repositioned some folks that were running the day-to-day of it and pulled some other people from some other departments. And just came up with a game plan of like, first we just need to do damage control. And try and make sure everyone, all of our customers and all of our customer's customers know what's going on. And that required a lot of like one-on-one phone calls with our fulfillment customers, explaining what was going on and really trying to overly communicate and
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