Yes. I think, Karl, the -- our sales force, obviously, has a critical role to play in the adoption of LoRa and the marketing of LoRa and the communication of how LoRa is succeeding in the market. But we have a LoRa Alliance. So the Alliance has got, as I mentioned before, 400 to 500 members, including Microsoft and AWS and Cisco and IBM and many, many companies out there at all levels of the value chain. So you've got sensor companies, chip companies, gateway companies, software companies, system integrators. And so LoRa is just simply a technology, right? And it's just a technology platform here. . But the use cases typically require several members of the ecosystem to participate and get together and figure out an end-to-end -- to figure out an end-to-end solution. And so I think it's really the power of the alliance and the kind of pervasive nature of what's happening with LoRa now that's driving the momentum. I don't know that it's -- if we added a sales guy or 10 salespeople, that would necessarily have a massive additional benefit. I think it's more about getting the right system integrators in, getting the right use cases, so people can look at the use case and say, "Hey, that's interesting, I want to do that." Getting the right sense of technologies out there, software, making sure there's no bottlenecks in the software. I always talk about bottlenecks in the ecosystem, and those bottlenecks have moved. It used to be sensors, and it used to be hardware-related, now it's more software-related. And so the addition of Microsoft Azure and AWS really, really does add a tremendous value because many companies would have struggled to build a back-end software platform for their use case. But having the ability to go to Microsoft or to go to AWS and partner with them, to get that access, I think, really changes the time-to-market aspect of it.