And so then, you say, well, how big could it be? Well, we know the number one competitor is over $1.2 billion in sales. Again, that’s wholesale, has $1.2 billion. So this is a huge market. And our overhead is so low and our — we spend a lot of the percentage on R&D, but this is our overhead, it’s so low. I mean, we just are in a spot where there’s not a same — again, I said it before, I going to say it one more time, because it’s really important. There’s not a single initiative in this company that threatens the franchise. And that’s the — I think, it’s the discipline of diversity, its patience. Of course, it took a long time. And at the end of the day, we want to make everybody money, right? We want to make that stock valuable. We want people to say, I’m so glad, I was there.
I’m so glad, I waited. Yes, it took a long time. Yes, it took a lot of money. But when they’re done, they’re going to look back and say, we made an impact. We returned value to shareholders. We made stock appreciate. We’ve built a sustainable business, that’s going to last the test of time. And, as we say, we’re just getting started. I mean, there’s such dramatic innovations that are going to make life of a better — world a better place and life a better place for people. And Clyra is the best example. And again, I won’t wear everybody out, but Clyra goes back to the inception of the company, we can go. And the first innovation was to keep his dad safe in a nursing home from nosocomial infection. Oh, my gosh, 15 years later, here we are. It’s finally happening, right?
And then, when you go through the war story, which we won’t do. But if you go through the war story, like, you got to be kidding me. So, yes, right? And what’s the takeaway purposeful work, unrelenting attention to get through the gate and determined. It’s like a , it takes a little courage and a little stubbornness. And we’ve got both. And so why do you do that? Well, because we know we’re going to make an impact for the world, and we’re going to make money. And everything that we’ve invested in has a chance to be a number one disruptor, it has a chance to impact the world for good. It’s great innovation. And we’ve assembled now some critical mass in the team to get this done. Yes, I mean I look at it and I say, yes, I hate to see people suffer in recession and inflation and all the things that are going on.
I think we’re going to be just fine.
Brian Loper: Actually, I lied, we got one more question here, important to address technical question. Could you comment on the trend in SG&A, which has been down two quarters in a row. Do we anticipate it going down further or flat from here, so selling, general and administrative expenses?
Dennis Calvert: Sure. I think — that’s a good question. I think that there’s a couple of nuances in there that we should all think about, right? One is that when we do these large engineering projects, we do rely on subcontractors to meet the demands of the manpower. And the margin on subcontractor work is lower. And so the idea that you’re going to scale up and handle all the infrastructure, right? So, as you scale up to meet the demands of those types of projects, I think your SG&A tips up, and the margin is compressed a bit. So, you still do fine. But — so that’s one. I don’t think we’re in a position to make major cuts. We’ve got a core team that’s well vetted. And even R&D, the ebbs and flows, I mean let’s just right their contribution is extraordinary to the company.
