Stanton Ross: Yes. Thanks for the question. What we’re really dealing with is getting back to the basics. I mean, when we looked at the company, we acquired them based upon the values that we’ve already seen they were establishing and the profits that they were generating. And what was anticipated is the media spend with those entities that we talked about if we would have got the click-throughs like, let’s say, so represented by all parties, then it made a lot of sense. But we were talking about €“ I mean it was a hefty. I mean, $5.5 million in commitments and therefore, it should have driven a tremendous amount of traffic. And it just did not. They did not pan out that way. And so what we’ve been able to do is, okay, we let some of them run on out, some of them we’ve been ahead to go €“ we were able to cancel some of them.
We renegotiated because they too realize that what they were hoping and anticipating was a reality either. So we’re getting away from a lot of the media spend and staying focused on the just enormous amount of synergy and relationships that we have, whether it be through the fact that we have like some of these €“ we’re in every state there is in the United States in regards to our Video Solutions company, we’ve sold to probably half the in the country and a good €“ probably third of them still utilizing some of our products. So we have an enormous amount of contacts and relationships with entities that we can go just directly to them and make a presentation to be their primary. Even with our NASCAR and the Indy and stuff, that’s opened up a lot of doors that I think, is going to help drive a tremendous amount of traffic as we continue to bring on more primary.
So we haven’t been up at this very long in regards to having them make this transition. But like I said, I think we’re over 40 different entities that we now have the primary rights. And when we do that, we’re not doing it on a short-term. I mean, we’re trying to do five and 10-year contracts so that we really get established there. And then like I said, the additional stuff that really assist and by default, call it whatever you want. But being able to actually bring in some acts and entertainment ourselves. But you got to realize, like a lot of these amphitheaters, I mean, they’ve already got a bunch of stuff booked. We just happen to be in there, and we just happen to also have the ability to fill in on certain dates that they don’t have something currently booked.
So I think that’s what we’re going to do is get back to a lot more €“ do a better job with the feet on the ground versus just doing the media spend.
Michael Albanese: Got it. No, that makes a lot of sense. And regarding the sponsorship and kind of click-through traffic, you guys obviously aren’t the only ones saying a kind of a negative dynamic at play. And then just regarding Kustom44 Entertainment, and I know you talked about it a little bit, but you had said $9 million to $15 million, that’s kind of your estimate based on what contracts that are essentially in your pipeline? Or can you just provide some more color around how you’re try coming up with this number?
