But he also through his support staff, and whatever was said to him, from him being very authoritarian in terms of making decision, we then became the consensus zoo, where everything was done by consensus. And everybody had to buy into the plan before we could implement things, and it wound up that everybody wound up almost having an equal say in any plant and an example, one of the things that toasted, that disappointed me early was at some point at time, exhibits would come up, we wanna build it a new exhibit. And he started a program, in terms of a master plan that was done during him, that we’d have three different types of projects, and I don’t remember the order, I’m gonna reverse it. We’d have a C type project. And that was all like $100,000 project, something where you’re renovating an exhibit and clean it up and fix it up. And that should happen every year. You’re doing something. And then you have a B type project that may be from, 100,000 to a million dollars.
