Marshall Atkinson So let's dig into that part of it. So how did you schedule the production? Did you line things up with “We can do this many a day.”
“This is this many set-ups”...kind of knowing your capacity and your velocity, so you could predict “we're doing these today, there tomorrow, these on Friday” and just knowing where you are with it and just kind of check things off as you went? What did you do? Jarrod Hennis So it was the wild west in my shop. Every procedure I had got thrown out the window. It was pretty much full survival mode. So the thing that happened was I got stuck in my office just paying people. That was my biggest thing. I was like, this campaign can go South If I don't pay these people as fast as I can. You know, like, it's going to look like we're ripping people off or a scam or some get rich scheme that everyone was thinking we were doing. So I was just stuck upstairs and I was just relying onmy teamdownstairs to make everything So we were, I think, printing whoever sold the top shirts that week got printed that week. So that was not a very good idea. We should’ve just waited until it was all over and printed them all at once, you know, bought all the shirts, set everything up. But it's been...I got it organized the last couple of weeks. Cause I went in and just made massive spreadsheets and work orders and we've just been printing the films out and then just kind of printing as we go. There are just piles of shirts downstairs with the company name on them. And then I have a spreadsheet that shows if the films were burned or if they're printed yet, if the screen's burned, partially printed. And then if it's fully printed, it gets highlighted. So we did everything so backward and I felt like I was restarting my entire shop because things were moving way too fast. And I mean, really like you think about it, we're small. We're a small screen printing shop. We're not that big. We make most of our money for retail, our retail and we just got 400 custom jobs in two and a half months for a two-person manual shop. Marshall Atkinson And just so everybody knows, what is the normal cadence of a custom job that comes in? Jarrod Hennis Yeah. So, I mean, so normal, I mean, I would say average, we probably only get like 600 - 700 custom orders a year. So then we just got 400 in two and a half months. happen, which I didn't give them a lot of guidance. I was just like, just make sure this is happening.
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