That's a question we talk about a lot. The short answer is yes, but at some point, as your question infers, you can't continue to rely wholly on squeezing more out of the same and headcount has to start growing productively. Certainly, we're not in any sense capped out on productivity potential. It's been a long climb to get from, effectively 6, 7 years ago, being half of the industry productivity, to being about industry productivity for independence today. And so, just being in the same range, certainly doesn't suggest we're capped out. We've done a lot of work to ensure the professionalization, if you will, of our Advisor force, and we've put a lot of things in place that, I can go on and on about, that have helped increase their productivity, and I think there's more to wring out of that. What the number is, I can't really tell you. But there's certainly more because, again, we are just at the industry productivity level. Certainly, we get to a place where growing the Advisor count is important. And again I think that will be steady incremental progress rather than any massive way of the people coming in, because our belief is that that's the right way to build and that finding the right people and bringing them in, and making them successful, rather than hiring masses of people on a less differentiated way is the way to go. So short answer, yes, there's more productivity to wring out, but we have to get moving in the right direction with productive Advisors whom we hire.

There's a lot of different ways obviously to compensate wholesalers. The dominant way today still is gross sales. I would say, and I hope it doesn't sound cynical and that there's sort of a cyclical dalliance with this notion that net sales is a workable metric for wholesalers, but for lots of reasons, the industry's still sticks to gross sales, because that's the piece that is most controllable by the wholesaler. I think what we've done, over time, is to have a 3-legged stool, if you will, a base compensation, commission that is based substantially on gross sales. And then bonus, in the form of equity, which is based on different metrics, each year, sometimes including net sales. Often including particular emphasis aligned with our strategic priorities. And so it's through that mixture of those 3 things that we think we strike a pretty good balance, which fairly awards the wholesalers and does its best to align their and our corporate interest. Whether this change to a net sales focus finds traction this time, we'll see. Certainly, we've tried to incorporate it and other metrics of import, but not as the sole or dominant metric, by which we pay our people.