And what are you most determined not to compromise in that translation? Because I know that has to be grassroots for you in decision making.

It's something that I started to touch base on.

The integrity of the product is always at the forefront.

Spot on, Jonathan.

10 years ago, someone's like, do you want a line of frozen pizza? I'd be like, my God, you sell out.

Here I am taking this call from an 11,000 square foot facility in the East Bay that we're transforming to our latest dough room.

That blows my mind to say that out loud.

And so it's just implementing a plan that we put together as a cohesive team unit six years ago.

Why say I'm going to go off on a limb and start a new restaurant, even with a guy like David, who you obviously got along with well, you liked, but it's still a big risk, right? What made you say, like, this is something I want to go do? Or is that something that every aspiring chef says, I want to go build my own, my own thing?

For me at that point, I was working in restaurants for 10 years.

I started 14 washing dishes in Tabernacle in New Jersey.

And I was enthralled by the atmosphere before I was enthralled with the food in the kitchen.

And I felt like I was joining a pirate ship and a baseball team all at the same time.

You know, looking back, not realizing at the time, raging ADHD.

And one of the beautiful, beautiful benefits of a neurodivergent brain is hyperfocus.

So how do you make sure you get it right?

This is a place for you to not only have a job, but feel a part of something, hopefully bigger, you know, be a part of a community, be a part of a team, be a part of a, dare I say, a family, you know, so to speak.

Yeah.

No, I know that most people in the industry coming, certainly myself and Ryan included, it's such a unique atmosphere.

And I mean that in good ways and bad ways, right? You know, and just the screaming and the culture of like, you know, it was always crazy to me coming up in those restaurants where a server would come in the kitchen and they're getting berated, yelled at, shit's hitting the wall.

And it's like, now get out there and smile.

And it's like, they go to the table and it's just this, there's no authenticity there, right? And so it was always really important for myself and Ryan that collaboration creates buy-in.

When someone can sit there and have part of themselves go into a guest experience, whether that's a plate of food or their style of service at the table, when they're bought in and they feel like they're putting themselves forth, they will try the hardest they can possibly try to make that a success.

As chefs with a voice, as a company with impact, how do we move more percentages in the direction of really great production?