I was just about to mention our third priority. Our first was keeping everything working, the second was engaging with everybody, and our third key priority was developing a transformation plan.
We had a plan for moving into the consolidation, but we were not created with the transformation plan already in place, because to do that, to do a transformation plan, we needed to know, first of all, what we had. So we spent a year counting things. There was no data in departments for how many servers they had, what kind they were, and when the contracts were up. People, equipment, contracts—we had to go out and count everything that we had.