Take us on your journey and what made you do what you're doing, the man that you are today.

Yeah, I think early on, I think in my early stages of my career, I saw that I could have effect in leadership.

And then I looked ahead a little bit and I could see around all sorts of opportunity.

And then I recognized even in an athletic sense and in other senses where people, when they put their full effort in there and they really gave it 100%, And then they were evaluating their own performance, not waiting for the coach to say something or a teacher to say something or somebody else.

But they said, this is what I know I can perform.

And here's where I know I can go.

And so early on, I began to really just challenge myself to improve every day.

So what are your, what's your advice on that? Yeah, I

Is that correct? No, that's

the franchisor.

The franchise was 100% his.

The 35% owner had the 100% local franchise.

And I had not only the first right of refusal to buy out his shares in the franchisor, but also exclusively the first right of refusal on the franchisee.

So he couldn't go outside of the system.

But at the time, the value, of course, was in the local system.

Who controlled the board in this whole time? They

Yeah.

And then I look for the industry.

And so I think that's the first thing.

And that's something that I kind of discuss in the third book, Brand New, is find the right place where you can have impact.

Because sometimes we can be typewriter salesperson and we can be the best in the world, but we're not going to build a scalable business there because nobody buys typewriters.

They're buying computers or phones, right? And so I think that's a key part of it, number one.

Number two is, I remember committing myself to a couple of things.

And I get the sense it really underpins everything you do.