So how would you think about that challenge?

Yeah, I mean, the challenge is that I think it's like any other challenge, right? There's two things that come to mind for me.

One, there's the general challenge of a majority owner letting go, right? We talk about this in our space all the time.

us even in our it's no different than us our experiences in our own business so having dad step away from the business generally as an owner is always difficult you're right he wasn't necessarily the founder of epi but he is the founder of the methodology that we teach and so many people that meet dad or me in the marketplace they think that we founded this thing but it really wasn't it technically that, but there's a lot of founder principles in dad's head and, you know, founder characteristics.

So there's the general, I need to let go and let my team lead.

And for me in that, you know, you basically, for me, I have two sides of the coin.

One, I'm working with my father and helping him decentralize and move away.

What do you think needs to happen to amplify this knowledge so more owners begin planning earlier and not running out of time?

Comment est-ce que ça s'est passé ? Et quelle expérience a-t-il appris que vous n'avez pas pu apprendre d'un texte ?

Oui, sans doute.

Donc, c'était, je pense, beaucoup de ce que nous entendons dans notre espace.

C'était une expérience pour moi.

Et je pense que ça aurait été comme en 2010.

J'avais une offre non sollicitée d'un acheteur synergiste.

C'était un gars que nous avions des unités de business similaires, mais nous avions deux choses différentes.

perspective au cours des années a différencié de celle de votre père ?