apologize and, put in clear channels of communication because there weren't any. And that's a big problem for Night Owls in general, is that we've grown fast and rapidly and we feel confident that our print levels are second to none, or our print quality. But like, all these other things were sort of falling behind. Like I mentioned earlier, we had to sort of take a step back and learn how to be a business and focus a lot of things on being a business. And that stemmed from, you know, the very real possibility that fulfillment might fall apart. And if fulfillment falls apart and we lose, you know, anywhere from one to worst-case scenario, all of our fulfillment customers, 25 different stores. Well, that's going to hurt production. That's going to have an even more negative effect on the company as a whole. So it was understanding that like, we needed to put in, you know, these SLPs we needed to put in redundancy plans, and we needed to get organized. And we survived 10 years of things being on like, you know, bandaids and paperclips and, and duct tape. And you know, this year was the breaking point of just like, it can't be like this… Marshall Atkinson Well, that's music to my ears, Eric. You know, I'm a big process guy. I love the fact that what you had to do to solve the problem was just to take it an in-depth look: what does success look like? With clarity, what do we need to be doing? Let's map that out. Let's chart what we need. Let's get down to brass tacks and solve the problem. And I think too many people, and you mentioned the word bandaid, they just, they make a temporary fix to stuff. You know, they put the duct tape on the pipe, but they don't fix the pipe. And then always at the wrong time, that's when the pipe explodes. Eric Solomon Yeah. Yeah. Right. It's really challenging, really, really challenging. Because like again, my strong suit is like paying attention to the trends in things like printing in and trying to level up in that area. But like, it became really clear that like, as much as I consider myself like a visionary, I kinda needed to figure out some integrator roles, whether that meant me being an integrator for a little bit or hiring the right people. Which you know, there's nothing like trying to hire a fulfillment manager while you're, you know, a hundred percent above where you were the year before with the same staff. No one knows what's going on. So we had to figure out a lot of things quickly. And even now, there are still things that are sort of like duct taped together because we can't quite pull the trigger on a plan just yet because if we did, it would just be catastrophic. So it's sort of learning to roll with that too. Marshall Atkinson Yeah. So Eric, let's just shift into, what are your plans for this year? What do you have cooking? Eric Solomon So for this year, we are taking a real strong dive into better and linear organization across the company. We are fortunate that we have a lot of people in our corner, whether it be from
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