you had enough foresight to make those changes, or was it the conditions of the markets, the economy saying, hey, this just isn't working anymore for the time, the people that are in that space to make those changes?

You know, they're kind of different stories.

Looking at Crepe Cellar, for instance, we operated that business for 13 years profitably, which is a pretty incredible thing.

That was an interesting situation where in 2019, Jeff and I had both looked at each other and we were like, I feel like we should make this place fresher or updated or something.

And he, one night, looked through all the numbers.

He's like, James, I know that sounds like a good idea, but this place is off the charts.

It's profitable.

How does that come about?

There's got to be several instances that come to mind that should not have happened.

Yes, there are several instances.

The worst case I can remember is a patient that was in the hospital for multiple months, but he threw headboards at people, he recorded us, and he was a very mean-spirited person and the hospital never corrected his behavior.

So we dealt with that for months.

He fired multiple nurses, and people dreaded taking care of him and coming to their job because of him.

Can you speak to that?

Retention is definitely an issue.

You have nurses leaving the bedside because of the way our patients and the hospitals are treating us.

Why is that? Is it the insurance companies? What's the problem here that needs to be rectified immediately? What's your opinion on that?

The problem is that health care has been priced out of the average person's budget.

Other countries, when I describe how I have to go through all the hoops to find the doctor that is covered by my insurance company, they laugh at us because they don't have to jump through the hoops.

They go to whatever doctor they want.

They see doctors.

the doctor within a reasonable amount of time.

And people always argue, well, Canada, you have to wait so long for an MRI.

We got to do something right away.

You are moving out from the day-to-day expediting, general managing, uh, and you're coming on full time, and what was your focus? What were you gonna tackle? What was your lane?

Yeah, so 2016, you know, with Haberdish opening, a big part of what I wanted to do was dive into social media.

It had been, um, you know, very powerful for a lot of companies on, you know, Instagram specifically, also Facebook, but we really dove into Instagram to tell our story of opening, and create a following prior to opening so that we could then, when we opened our doors, there would be, you know, people inside of there.

So I really took to that storytelling piece, and that's something to this day that's a big part of what we do.

We try not to just focus just on, hey, we have a special, or we have this new steak in, or we have this...

We try to tell our stories.

So we're doing that, you know, right now, um, as we open up the donut shop, you know, showing the construction behind the scenes, you know, how we're developing the menu, the tastings, all that kind of stuff, so that people get pulled into the process.

Like, where are you in your, your personal elevations as a restaurateur, and what does that mean for your greater group? So, like, where are you today? Like, what has changed in the past five years?

Th- there is a positive to take in that sense.

Yeah, yeah, for sure.

I mean, I, I think we... uh, for me, we needed a manager like De Zerbi to come in, who was gonna come in and get the team playing how it should, because we all know that this Tottenham team, obviously they're in- there are circumstances to why we're there with injuries, but this team is a lot better than it has been performing this season.

So it needed a manager to come in who was gonna be able to get them playing the way they should.

I don't think, obviously, managers like Sean Dyche were mentioned, Glenn Hoddle, guys that were gonna come in and, like, get us fighting, but I don't think that's, this team's got it, got that in us.

Um, so I think this was the right appointment for us and as I said, he's, he's done a really good job in terms of the circumstances.

Before he came in, we looked like a team that w- were dead.

... that you had full confidence in from the start?

Right.

Um, as you say, the Wolves game, I think the Leeds game, and the Everton game.

I think they're all three games that you have to be aiming to win.

Now, that is a crazy statement considering that we have, um, we, we're still yet, we're in April and we're still yet to, to win a game.

But as we said, I think there were some real-- God, I don't wanna sound like Jason Cundy, but there were some very encouraging signs, um, from, from the weekend.

And as we said, it was, you know, when Tudor came in, he was trying ridiculous things.

You know, Jarvo pointed out he doesn't understand the Premier League.

But where, where are you on that, Jay, in terms of the full, the fullbacks for, for-