We were less than 200 people, but we thought we were huge. We thought we had massive problems. That was small compared to now. When I think back, it was kind of funny to think about. We were waterfalling, so everyone was blaming the last people in the line, which was quality assurance. That, oh, it's your fault we're having these problems. People were getting very angry with each other, and really there was some bad behavior that, it was just not good. There were people who were threatening to quit. I came here to the cloud to actually do something and get it out in the world. I'm just writing specs or I'm just writing software that's not getting released. We started by talking to our tech advisory boards, so Maynard Webb from Ebay, but now on our board, Len Reedy, also Ebay, Adam Bosworth. At Ebay, they have this idea, the train model. That, oh, we just ship everything every two weeks, massive branching, and have tons of automation, and it's just awesome. So I was like, sweet, that looks great. That's what I want to do. Train model, let's do it. [inaudible 00:17:26] when I called it that train model. Cooked it up, brought it back, and basically the team just crapped all over. Like, no way. Never going to do that. That's not going to work here. Our model is different or our domain of tech is different. It's more intertwined. It's a platform. I think a lot of that was true. We're not a website of separate little properties that is more separable, where you don't have code stepping on each other. Two engineers came to me and said, "We have this great idea. We're going to ... It's called agile." I'm like, okay, tell me about it. I was like, okay, that's great. They said, "We have to go carefully though, because we don't want to break anything. We're just gonna try it out in a few groups." And I said, "No, everything's totally messed up right now." So what we did was, I said, "I don't care if we ship nothing, but we will release on this date." Everyone was like, whoa, what?