I think before the COVID crisis, and supply chain crisis, in which we are now, we were all juggling ten balls simultaneously. And then it all went boom. Everything went down. You will never manage to avoid these crises, and, like a chorus of an economy, they will always be there. What you can do is be more diverse in the systems you can choose. For example, the lead time for wool and other raw materials is a huge challenge in the world at the moment. Like 6 months to a year to get wool. Which is big, when you have a brand that uses a lot of wool. So you need to have a system where you can easily switch. When some options are temporarily not available – go to another. I think we are pivoting more and more towards becoming very flexible. And that's why I think more and more companies will use platforms like us, which provide textile as a service. Because it gives you flexibility, in the end, we will be responsible for giving that diversity of methods to use through one technique. And you do not have to have your own stock on hand. You just plug one thing, for one collection or project. You plan, you get a rapid sampling, and in 10 working days, you have it done. You incorporate it into your collection, you drop it on the internet. Do presale, wholesale. And then you know what you want, you produce it, you plug out. You want to reorder – you reorder. But you are not dependent on that really large stream. So it is more flexible than you need, that we can provide. It is difficult for us, but we have the data since we work with a lot of different clients. We are not super closed and tight: we work with clients in fashion, we do performance wear, we do like high fashion and couture brands, and MCQ is hanging over there. Kapital Japan. But we also have the automotive industry, BMW for example, as our clients. We do a lot of interior brands – Natuzzi and MillerKnoll are among our clients.