I just decided I have to go back down there today. This is Christmas day and I turned to my wife and I just said, babe, once the kids are in bed tonight, I’ve got to go put boots on the ground and I’ve got to be onsite in understanding why our provider has not been able to get caught up. My name is Jordan Mollenhour. My business partner, Dustin Gross, and I founded Red Stag in 2013. On the way down to their facility, I texted the CEO. So this is on Christmas day, probably, I dunno, 6:00 or 7:00 PM Eastern. I’m driving right now to your facility to fix problems that I should never have to deal with as your client, and you should get on a plane and meet me there so that we can get this resolved together. Think that that’s the level of commitment that any 3PL should be showing to their clients if they’re failing. And I did not get a response and he never showed up. And that was just once again confirmation for me that they just didn’t care about our customer’s experience anywhere near as much as we did. The next morning showed up at their front doorstep and just said the manager’s name was David. And I just said, David, I love you man, and I know you guys are working hard. We’ve got to get ahead of this. I’m here to help and I’m willing to push pallets and pack boxes and do whatever you need me to do to help get ahead of this. I think we worked 12 hours that first day, their whole team and me trying to get caught up. I had promised to buy pizza for any of the workers at the warehouse who were willing to stay late, and many of them thankfully were I ordered a bunch of pizza and had it delivered to the front door, and I remember receiving the order and then looking for the break room for their team to set this pizza down and I eventually found their break room. I remember just stopping there for a second, realizing where I was, and then it just hit me that as I’m standing here holding a dozen pizzas, I have found the reason why this company cannot execute at the level that we require. I found it. It’s not their technology or lack thereof, it’s not their building. They actually had a nice building. It’s not that people didn’t try at times, the issue was clearly management didn’t care about their employees. It was a filthy, disgusting, smelly break room that was way too small for their facility. And I remember thinking, if they don’t care about the employees who are showing up to work every day to touch their client’s product, then why would we as a client expect that those employees are going to execute at the level that we need? And it was in that moment that I realized that we can’t fix this. There’s no software, there’s no machine, there’s no process that we as an outside party can help them implement that will fix a cultural problem. I came home and we assembled with our team and basically just sat down in a conference room and said, alright guys, we’re going to start a 3PL. We’ve been a client for long enough and we’ve been in enough warehouses and we’ve seen enough operations where we have a decent idea of how this can be done, but we’re not going to think about this in terms of warehousing and we’re not going to think about it in terms of trucking and we’re not going to think about it even in terms of logistics. Those are important conversations to have along the way. But this journey is going to begin from the perspective of e-commerce retail. When we first leased our first building and met with our management team with a key and said, okay, here’s the key to this building. We’re going to work on developing out the systems and the processes. We need you guys to go ahead and start setting up the facility. I said, I want you to build a brand new break room and I want you to build brand new bathrooms. So we’re going to start there because that’s going to be the tuning fork that demonstrates to our employees that we care about them, that we’re willing to invest in the experience that they have here every day. And as a result of that, we’re going to elevate the overall atmosphere so that as our clients’ packages are going out the door to their customers, those packages are coming from a place where people are respected, they’re valued, and they’re thinking at a higher level. It’s not just a job. We started this business having never run a warehouse before. Now we understood e-commerce and we understood what our customers wanted. We understood the challenges of being an e-commerce retailer, which was monumentally valuable for us because we saw everything through that lens, but we still had to figure out racking and fork trucks and pallet moving equipment and box crushers and all this other stuff. So there were a lot of mistakes that we made along the way, but we always had the attitude of, we’ve paid for the mistake, we’ve paid the tuition, now let’s reap the benefit of that. Let’s deconstruct what happened. Let’s deconstruct where we made the first mistake that could have prevented this in the beginning. So we focused on speed, we focused on accuracy, and we focused on issue resolution. It’s one thing to say those things. It’s another thing to execute on them. Really, it’s an end to end coordination that’s required because there’s so many points along that continuum that anything could go wrong. Really from day one, the team at Red Stag was outperforming all three of the 3PLs that we had previously used on every metric, and that has only continued since then. After a year and a half of being in the business, we were very confident that we could execute very well for our clients, and we told the team to go ahead and start opening doors up to other clients. But we did it very slowly. We opened the aperture just a little bit. At first, we said, let’s get two or three or four clients in the door and let’s kind of test it and just see how that goes and see if we want to continue doing this or not. And of course, since then we’ve become only a small portion of what Red Stag does today. Red Stag today is it’s a constantly evolving biological organism. Really that’s just constantly moving and changing. And part of that is the fact that every single one of our clients is different. We need to have general frameworks and we need to have tools that are available to our clients, but we also need to have flexibility and malleability so that we can meet our clients where they are. Not only was Red Stag founded by e-commerce operators, we are still clients and we still have customers who are served by Red Stag every single day for our own e-commerce businesses, and that makes it very real for us. Customers don’t care what problem your backend system is having. They don’t care about problems that your warehouse is having. They don’t care about the fact that the roads might be icy wherever your facility is located. They don’t care about any of that. When they place an order and they trust you with their credit card information and they have committed to you to pay you for your product or your service, they expect that product or service. At the end of the day, the best test for our performance is the moment that customer opens that package at their home. That’s the test of our performance.