Um, and I wanted to have an, an outlet for this creativity that I'm never really able to, to do.

So, uh, independently of Ben, um, a friend of mine, um, I suggested that he look at buying Buffalo about four or five years ago.

And anyway, that didn't, that didn't happen.

And then when Ben said Buffalo, I mean, within 10 seconds of him sending the message, I'm immediately like, it's the perfect business because it, it has, like, a very almost evangelical following, and it didn't have an online outlet, you- no direct-to-source, um, sales to a customer.

And it's just a fantastic old heritage brand that we've got the ability to, to firstly and foremostly protect it, keep it, keep it, the manufacturing of it in this country, build it and grow it into, you know ...

I, I'd love it when everyone thinks of putting on a, a, a garment to go outside, you know, it's almost, you know, akin to everyone thinking of a, you know, a Barber.

Buffalo should very much be up there.

Or were they a bit like, "Mm, maybe"?

Yeah.

Um, and they were in the same premises at Buffalo, and at one point Buffalo was significantly bigger than, than Rab.

Rab's now I think doing 120 million in turnover, and Buffalo is, we're a fraction of that.

And so you look at a business like that and you think to yourself, "Look, look, I'd love to get to 100 million plus," but, you know, how do we, how do we put it on the, this course of, of growth? And not growth at, um, any cost, but growth that's done in a sort of considered way without just sort of chasing growth for growth's sake.

You know, we want to do this, you know, responsibly.

And, and so really Buffalo for us was this amazing opportunity.

For, for personal reasons as well as, as, as, as well as business, and it was just a gem that there were a few metrics in the business that we could change.

Yeah.