Okay.

And I think for a long time, we've got a ton of folks in our operator base that second, third generation in some instance, right? This has been their family's business and kind of their life's work in a lot of situations.

But for a lot of that time, what we really had was 50 plus different operators and ownership groups that shared a name, but a lot of things weren't standardized.

There wasn't always clear direction about what was strategically important to the brand.

How is the brand going to continue to stay relevant? And I think we've given that to them now.

So the big piece of where we're currently at in our kind of growth story is working through this physical re-image process in our restaurants now.

So a couple of years ago, we went through a long process of redoing our brand logo and our brand image, modernizing that, right? It's very easy to go update everything digitally, but then you got to go into the physical world, into the restaurants, on the packaging, on the signage, on the menu boards and do that same thing.

How supply chain played a part in all this?