Drue Schofield: Yeah, that does come up. I don't think you can run any kind of strategic planning process well without a facilitator. That's my opinion, reason being, if you're in the business, you know what internal, external factors are happening. So, if you're then bringing that to your strategic planning process or to your leadership team, by virtue of knowing that information, you're going to be softer, I think, as a facilitator on your staff and on your leadership team and on the strategic plan in general, and eventually you're going to accept mediocrity because you're not going to be able to get that cut through, whereas a facilitator can come in fresh, completely cold. They don't know what happened yesterday, last week, last month, last quarter. They don't even care. All they know is there's a strategic plan that a team's invested some time, money, effort and energy into, and certain things aren't being met. And there's a reason why, and they need to get to that reason, and I guess to add to that, there's a reason why, and they need to get to that reason, and I guess to add to that there's a reason why rugby league teams and football teams have, or sporting teams have a coach and there's a reason why the captain-coach kind of role doesn't work, because a captain you can't be captain and coach and be hard on your team members. It just doesn't work. Whereas a coach can come in and they can do that, I suppose. I mean that's my opinion. I think facilitator-led sessions work much better than people taking that and going, “Okay, great, we've got it from here,” and trying to run it themselves. I just don't think it works.