Now, one of the problems was in those days was that there wasn’t a computer sciences curriculum, or an emphasis in computer sciences like there is today. So when we would recruit, we might get a mathematics major or an economics major or a music major, and we would then bring them into training programs all summer long, intensively teaching them computers and programming and so on. We would really inculcate in them not only the ideas of computing and so forth, but the ideals that Cincom stood for, with the idea that we would be doing for them what IBM did for me — which is make a large scale investment in them, teach them, train them, develop them in the computer field. We hoped that many of those people would believe in our company over a long period of time so that as they grew out of their twenties we would have an active, energetic, well-trained group of people who had eight, ten, or twelve years’ experience with Cincom while still in their early thirties. This worked out very, very well for us. So we rapidly went to an environment from hiring experienced, trained, seasoned vets to investing in good people for the future. We had a formal education training program that was really terrific, probably was the best training program developed ever in the software industry, and today may still be the best.