I would say, during the March time frame, during February, early March, we were closely monitoring the situation. We were in very close contact with state and local governments in the areas where we have our offices and facilities. So that would be Washington state, California, New York state. And then, of course, in Canada, both in Toronto and [British Columbia]. And we were very closely watching the situation and how it was unfolding, and tried to really be sensitive to the changes in various orders around work-from-home or quarantines, etc.
And we began probably in early March, as a leadership team, really shaping out, if this ever got to a pandemic situation, how would we manage the business? Because a part of our business, for us, can can be effectively done working from home or working remotely. But we also have a manufacturing and distribution facility here. And we had to be sensitive to that — if various distancing regulations came into place and other safety regulations came into place, we had to really understand how we were going to be able to operate that business effectively and continue to distribute our products to our retailers, and ultimately, our consumers. So really, it was that March time frame that we start to spool up.
And, you know, I'm lucky we engaged in that manner. We've always had business continuity plans in place, but they didn't necessarily include a pandemic. I'm not sure many companies have a pandemic plan structured.
www.polygon.com
