so the first

year i was here i was approached by a company that had a deal with guitar center and they were looking at developing mariachi instruments and i remember they showed me their lineup And a lot of the instruments that were in there are not mariachi instruments.

It'd be like having an accordion and a banjo and going like, yeah, we're going to pitch these to symphony players.

And it's like, oh, the symphony doesn't, you know, they might have performances with that, but that's not part of a symphony, a traditional symphony.

So I remember I went to L.A. and I met with the head buyer of Guitar Center and everything and quickly saw that what they were doing was not good.

And I ended up not attaching myself to it.

But then they started to try to steal some of my ideas.

What does that process typically look like, being that everything is so custom? Right.

Well, uh, so why, why do these small business incentives not help a family business like yours? 'Cause I think when the word legacy is used, that is, what you all do is precisely the kind of thing that comes to mind.

Right.

I think, yeah, if anything would fit under a legacy business, I think we would.

And what's frustrating is, uh, we always are looking at the greater we.

We're not just looking at how are we gonna benefit.

We're looking at all small businesses.

We moved to Nashville because we loved Nashville.

But your point is you don't have to be here.