I just want to understand the Boyd technology organization. Maybe I'm wrong, and you could correct me, but I tend to think about organizations as either software organizations that build their own software and have real development capabilities or more like technology integration firms. These firms might have a bit of custom software here or there, but for the most part, they integrate other people's software. They trust that integration and are more consumers of other people's software versus a development shop. Would I be right to assume that Boyd is much more the latter than the former?

In most organizations, when marketing wants to do something marketing-wise, the Chief Marketing Officer or someone in marketing picks up the phone and goes shopping for a marketing system. And that's it. That's how they make marketing decisions. The problem with that is they're in a silo and making decisions that are best for marketing. They're not engaging operations, finance, or other groups. So what you typically have in most casino organizations is almost this natural infighting. They're almost all against one another, pitted against each other, trying to make their own decisions based on what's best for them individually. What we did at Boyd was lean all that out so it becomes a more enterprise decision. When we're talking about the needs marketing has, we're bringing in finance and asking, "How are you impacted by this?" We're bringing in casino operations, hotel operations, anyone that might have a touch to this process. It's about the process, not about a department. We make them part of the play, and then we represent the company as a whole for that.