You know, I value a business, right? I'm looking for, you know, is it sticky, the revenue, the cashflow performance, profitable, is the owner dependent? How do you, when you're buying these wells, how do you determine what you're going to pay for?

Yeah, it takes a pretty – we have something – it takes an underwriting formula, and you've got to have the knowledge and understanding of how to build that model, which that – our underwriting – model is actually one of nine disciplines within our Petrovibe formula.

And it's a really critical one.

As a matter of fact, they're all critical.

I can't really grade them, but they're all critical.

They're critical in their particular time and in the journey as well.

Overall, it's really important to know how to underwrite.

Moore in your day-to-day work?

So why are you asking?

Because it's easier in the moment.

I'll say that first.

The other thing, and this is like mind-blowing.

So I've been on this journey, especially recently, about not being anxious.

Like what...

I actually believed that I had conquered that and that I wasn't.

figure those things out on their own.

So Looking back, what do you believe are the common principles behind building businesses that scale successfully?

Yeah, so, I mean, I've done a lot of things not well.

So just putting that on the table, I mean, I've probably, clearly, if you talk to anybody my age, or doesn't even have to be an old guy like me, you know, I'm 53 years old, but I have learned a lot from my failure, and usually more.

It's painful, it sticks better.

But that doesn't mean you don't learn from your success, and it doesn't mean you don't want to have success.

But I think the...

The focus for really accomplishing growth, the things that I would say really feed the success that we're having, or at least the work we're doing, because it's not always successful, is...

Well, here you have oil and gas, which the moment

Right?

I mean, Mitsubishi acquired Athon.

I mean, you see a level of that already at the fuel side, but the rest of the supply chain, if they don't know it now, they're going to learn.

I mean, Microsoft last year engaged on Three Mile Island and getting that gen back up for... specifically to run their data centers i mean there's there's access to that happening i think what's going to be interesting is how deep do they go and i think that's the question you're asking and if to kind of take we've been talking a lot of macro and even kind of flexing in and out of that but i think if i'm a land man like what can i do with all this and i think that the answer is Being educated specifically as a land man, in a lot of ways, you're broker deals, right? So, I mean, that's really essentially a big part of it's everything, really.

I'm trying to make deals happen and based on the opportunity.

I need to be... acutely educated on what where the trends are in my area.

So how can I take the macro trends? So what I would do is I'd get into Claude or for me, it's Victor, but that's because I'm in Slack.

They call it exploration for a reason, right? It's

So in terms of that high prices versus demand destruction, how do you gauge the moment where one flips to the other? Because I would imagine it's a very precarious balance.

Yeah, I mean, long-term demand destruction, I mean, short-term demand destruction has already been occurring in Asia.

Asia does not have the same electrical infrastructure or access to resources as we do in the United States.

So That creates a challenge for them right away.

You see that in areas like the Philippines, for example, where they don't have the infrastructure that we have here.

So things work differently and they're more dependent on imports from that area that's under duress right now around Iran.

So that's already happening.

I do wonder who your customer is, though, and whether that changes in times like this.