There were a few things. First of all, the company had been distributed between L.A. and New York, which was really difficult. I needed to reinfuse the company with the entrepreneurial spirit we had in the beginning, which came from me and two other people sitting around the kitchen table. We lost that feeling, so I wanted to get everybody back in the same place. I also had to be clear about what I wanted to do and where we wanted to go. We just needed to bring to the company what I would call masculinity. What I mean is that when a company starts, even if it is a few guys in a garage in Silicon Valley, it is very feminine because it is brought to life by its own nature. It’s collaborative, it’s passionate, it thrives on creativity. And all these are qualities which we assign to femininity. Then at a certain point, you have to start introducing more masculine elements, which include structure, compliance and human resource.