be, right? You have to be a little naive.

Yeah, it's like naive, crazy, some combination of the two to be an entrepreneur because there is a lot of risk in any business.

And to your point, food is hard, right? You're dealing with physical atoms, not bits.

We have more than a million square feet of warehouse space all over the country.

We're holding tens of millions of dollars in inventory at any given time, which is risk.

It's working capital.

It's all a lot of complexity.

Yeah.

Has anything really shocked you when starting it? Because i- i- if the statistics still are 70% of US children are still eating ultra-processed foods, how, how do you feel like as a mission-led company that you're going to move that from 70 to 60 to 50 and just keep going down?

Yeah, the answer is it takes time.

You know, there's 100 million plus US households.

Uh, grocery is a trillion-dollar industry, so even as Thrive has scaled beyond, uh, many commerce platforms, even as we have, you know, surpassed well over a million members, uh, even as we approach a billion in sales, you know, I still describe our journey as kind of, call it first out of the first inning.

Uh, and, or maybe not first out, but certainly the first inning.

Uh, and, uh, so we have a lot of work to do, and I think as a mission-driven company, we're not thinking in terms of quarters or even years.

It's really a, a decades-long process.

I wanna know, as we wrap everything up, what in your decision architecture kept you moving? Was it the way you were brought up, watching your mother go through what she did? Like, what's, what's the ultimate thing that is driving you every single day and forcing those decisions to keep pushing forward with the mission?