As you went international, I mean, the classic case, and I can imagine this especially for the kind of culture you had, is how much do we export our culture and impose it on each of our acquisitions, each of our markets, and how much do we allow our culture to change based on the new company? And I'd just love to hear what your experience, 'cause it's such a classic issue for founders.

This is a great question, Jimmy, and, and one that we, we suffer through the times, uh, especially when we moved from Mexico to the US.

That was like a culture clash.

I would say that we have a very special philosophy.

We aim to be a sustainable, meaning a long-term surviving company, highly productive, and fully humane.

So in a sense, the highly productive is very much into what most large companies understand, but a fully humane was like, "What are you talking about?" And we had a very good atmosphere in our company in Mexico, and when we tried to translate that into the different cultures, it worked well, mostly in Latin America.

In the US, we had trouble at the beginning.

And B, if so, how do you try to keep the culture of risk-taking going as you go forward?