The little voice goes like, wait, what are the other things I should think about or check before I sign this lease?

Well, first, improve what you have.

That's very important.

The second thing is that I assess the situation, just get rid of the excitement and maybe find a cynical friend and explain it to them.

What I see an awful lot of time is if someone whose business is not doing very well and they'll go and borrow money to start another one.

And you have to presume that you'll do the second one worse.

Just presume that because you're going to be tired.

And they don't want to be part of it.

Is that why the Audi's for

sale? If I had the money to pay for it, I wouldn't pay for it.

Once that Audi's gone, you're

How much are they

worth? How much do they cost? Half a million.

Okay, so if you said to me, you can have one of them or a Bentley Bentayga and you're not allowed to sell it.

You have to keep it, right? So it's yours.

There's no monetary value.

What are they missing?

Well, I think you need to ask yourself what growth is.

Um, because, let's say if you've got one shop, okay, and you're, let's say you're, you're -- after you've paid yourself a wage and everything, you're getting like a 5% net, uh, profit off it.

You wanna grow the business.

Like, uh, it'd be far more worthwhile to like grow that net profit to 10%.

You don't have any extra staff.

You don't have any extra overheads.

How did you start to learn the difference between growth that mattered to the business long term and growth that was simply growing your ego?

[laughs]

That's what people do on a sunny day.

Yeah.

They are called i- iced lattes, aren't they? Hmm.

This would be great if you, like, heated it and steamed it, like, and, uh, made it all frothy and all.

It'd be great.

Maybe serve it in a cup.

Yeah