Yeah, yeah.

And, uh, the next year, uh, I got another job.

The first year was like a bakery and an ice cream store, and I helped open it.

And so I got to see a lot of different aspects, and then I started working in a restaurant the next year when I was 15, uh, also as a, a dishwasher, and then I became a prep cook, and then a line cook.

And I just loved it.

The second I set foot into a restaurant kitchen, the energy, the people, there was just something about it that really spoke to me.

And, uh, so I, I was in high school, and then I started to go to college, and I was still working full time.

Uh, please tell me about those, uh, into street food.

But I think it's a really useful way of capturing all of the information that staff and patients will be telling us about what they'd like to see done differently and how they think it might make a difference, either delivery, to, to delivery of care or to experience of care.

In EMS and pre-hospital care, we don't really have any evidence-based guidance for operational issues.

And one of the most glaring issues operationally in pre-hospital medicine and in medicine in general is shift work.

And we've had this, this wealth of new evidence that has come into our view in the past two decades regarding sleep, health, and fatigue, and many of those studies, whether they be experimental or observational, have focused on healthcare workers in particular.

And so when you have that body of evidence available for synthesis, it makes sense to try to look at the best available evidence and to see what we can glean from that to inform our practice, in particular our operations regarding how we care for our patients.

And so the evolution of that stems not only from the obvious, which I just mentioned, was we have this evidence.

We should look at it.

And, and indeed, you know, what, what, what's-- when calibration alone isn't enough, c- could I get you to really speak to, you know, just the relevance of a, a biomathematical fatigue model and, and, and maybe how it, uh, how it gets us to more, uh, robust, informative, um, sort of data

I

mean, it's true.

In 2006, if you'd asked people in San Francisco if they really needed a restaurant like Kwa, they would have looked at you and been like, what? No.

You know, this is when...

That area was really kind of frozen in a very simple aesthetic, by and large.

You know, the first time they did Michelin, when it came out, I think we were the first two-star restaurant in the city, and we were the only one for like two years.

And then, you know, Banu and...

yeah

But yeah, so he basically can tell you the rest.

So when we met, and it was the pandemic...

Actually, the first time we worked together was at Alta, which I started with Keith, and we were starting to get a lot of requests for events, and we had no staff because everything had been stripped down.

So I was like, "Sarah, you have events experience.

Can you come and help us set up our events program?" And so she did that for a year and a half and, and basically kind of built the whole thing.

And, uh, I- I think what we learned is that we work together better when it's just the two of us.

But it was, it was a great experience, and along the way, I really wanted to get back into fine dining, but it was just failure after failure.

At an impasse