So I did the unglamorous things.

Keystone retired the most dangerous of the debt first, the high-interest bridge loans that had been quietly strangling the company.

We restored the raises that had been frozen.

We reopened the apprenticeship program that had been the first thing cut, because a company that stops training its young people has decided, whether it admits it or not, that it has no future.

And we instituted an employee stock ownership plan, so that the eight hundred people who did the actual work would share, directly and measurably, in whatever they built from here.