Like, why don't we just get the whole thing produced in, in Asia if we gotta pay, you know, a twenty percent tariff anyways? And so, you know, it's interesting, but from a strategic perspective, the, the real question isn't, you know, is it all metaphysically a hundred percent American, but really what capabilities does New Balance thinks is important to retain domestically and, and what are those capabilities cost and, and what do they contribute to the overall business?

Yeah.

I think it's important here maybe to separate the benefits from the kind of the romance of this, you know, made in the USA.

Um, I mean, obviously these, these benefits include the, you know, the capability preservation.

New Balance employs people who understand how footwear is physically constructed, so they can create closer feedback among design, development, engineering, manufacturing.

Um, and domestic production also supports premium positioning and creates a visible point of differentiation as, as you mentioned.

Um, there may be a kind of time to market benefit for certain products because the company avoids month-long being on the water when bridging Asian production to the United States.

As we think about everything that we've talked about, uh, everything that we researched that we didn't put in the episode, uh, what are some of the key things that you think a founder and operator should learn from New Balance?