What impact has working with Emery Day had on the advisory bench? I think the biggest impact is just helping us to execute our communication strategy to get the word out there. And my philosophy was, man, one year is enough. I can learn a lot. And so what puzzles me now is that if you look at our peer group, Proctor & Gamble hired 100 trainees a year when I was there. And so if you look at those 100 trainees, what has happened to them all? Five have become public company CEOs. Then I would say like 25 of the 100 are probably CMOs now in big companies. I would say maybe 10 are entrepreneurs. The other 50 are either recruiters, consultants, or coaches. Now, what really puzzles me is that the recruiters, consultants, coaches aren’t really out there building brands, although we all trained in brand building. They’re just out there happy to let their network kind of get them some business. I have a couple theories. One theory is it’s really hard. One theory is they’re too lazy, and so they just kind of let some business come in over the transom and they’re satisfied with that. But Kathy and I were just more aspirational, and we said, “Let’s go build a really good brand.” And I think that’s where Emery Day has been a good partner to us in executing those ideas and getting them in the marketplace.