And you have the years and the experience of building this business to have probably changed how you think on that front.

So you just hit that.

I mean, you just articulated it so beautifully.

It's so much better than I could, but it's exactly right.

No, I had to learn that.

And because I've been in it long and this long, I've also seen the tides kind of shift in the industry.

So when I started, there was a thesis that was if you have a good product idea or a good category idea and you can go be disruptive, you can chase top line revenue for a few years.

How now did the lunchbox become the growth strategy?

What do you think actually has very little connection to whether or not that product is going to succeed?

Well, I think that group that you just referenced on the whole is certainly not, I'll just speak broadly about that group.

I think they get hung up on temporary trends a lot.

There was a big movement for plant-based meat a few years ago.

And they convinced all the investors that this was the next movement.

This is where you got to put all your money.

I think Beyond Meat raised over a billion dollars or some stupid number.

How do you identify that movement? What were some of the indicators to you 15 years ago that protein was going to be something that you wanted to capitalize on?