I went to Philip Morris and I said, “Look, perhaps you are not really surprised to know that we are in a bit of a deadlock in the company, and I don’t really know who you want to run the company in the future, but it’s going to be Teddy or it’s going to be me. If it’s Teddy, I have to sell.” “Oh no, no, no! We definitely want you. You’re the architect of the current situation. We believe in you.” So I said, “Well, I need some help.” So they said, “How can we help?” I said, “Here’s all the contracts. When we started this contractual arrangement, my budget was completely covered by your contract, and I have now developed 25 percent more income.  I want you to forward-pay me that 25 percent out of your contract in one lump sum, but I want you to do it…”  — this might not be the day — “I want you to do it on the 23rd of June. The 23rd of June, I have to have the money, and I need to know categorically that I’m going to get the money.”  And we discussed the mechanism.  They came back and they said, “Okay, we’ll do it.”  They said, “Are you sure you’re going to have enough money?” I said, “A hundred percent I will be able to continue, but I need this acceleration of payment.”