Oh, oh! That's right.
So I did, after five years, come up with a couple of fellows, one of whom has bought and sold 27 manufacturing facilities. You buy ones that are in trouble, make the adjustments to make them successful, and then sell them. I coupled him together with a young fellow who came out of the Deloitte group. Unfortunately, I do get a lot of calls from plant managers asking for help. When you bring in the kind of expertise in manufacturing that the fellow who'd bought and sold has, and you couple that with the kind of banking finesse that the Deloitte fellow has, you can come up with a lot of really novel ways, and good ways, to correct a balance sheet or to pick out an operational issue that is upside down. That seems to be working very well.
So we've taken a different approach as opposed to the banking.
I've sat in your chair, too, in having to call loans and that kind of stuff.
So it seems to be working well that way.