Our focus at the time was very much on tech support, quality assurance, sort of individual contributor type of roles at the lower end of the technology scale. Those roles we never had any problem filling. We had a wonderful process for bringing folks in and transitioning the employees. But at the upper levels–like a Senior Project Manager who could run a $3 million project or a development lead in a particular area of new technology–we were just like every other company out there trying to find those people and compete with the rock star companies in the Bay Area. So we did some things around college level recruiting, working with other organizations, some veteran service organizations and institutions like that to find new sources of talent that we normally would not have access to. That really required a mind shift on the part of folks on my team. I used to joke that they always wanted to hire the person that knows how to do the exact thing that they want them to do. It took us a while to get things changed. We wanted to hire for potential and if they need skills, we’re going to teach them skills. But we’re just not going to be able to compete in this market if we’re trying to find an eight-year experienced Salesforce developer with a series of certifications behind them.