Well, you know, the hardest part, two areas. One was firing someone that’s never fun. You don’t like doing it. But I didn’t let my emotions get involved with it. I had to look strictly at the facts. And at Brookfield, for example, it was extremely tough. It was a teamster organization, but I developed a relationship with the teamsters and with the, with the, the two stewards that we had. I called them in when I got started and I said, listen, I I’m not your adversary, but I, I’ve read your contract, here’s what I can do and here’s what I can’t do.
