And, and so how did you kind of turn the corner? Was it, like, you guys sort of, you know, had a look in the mirror and you said, "Hey, here's what we're good at, and this is all that we're gonna do, and we're not gonna start taking on these sort of derivative concepts and projects that are outside of our wheelhouse"? Or, or was it something else that allowed you to kinda get through that?

It was a lot of that.

So one of the things, a- and it's not, uh, not wrong to go down this path by any means, but one of the things that we had been directed towards by some, some mentors and stuff was like, "Hey, you gotta get bigger projects." And we had, we had realized that there was a little bit of a cap.

We could only do so much revenue in our market for historic windows and doors.

So we did learn there was a cap.

And so when we, when we hit that cap, which was right at about 800 grand, we were having a really hard time busting over 800,000.

We had done that, like, two years in a row.

Yeah.

So tell me about that.

Yeah.

So man, yeah.

Of course, working with your significant other is a unique challenge.

And we have several of our franchise owners that their spouse works actively in the business and they work together.

And so, you know, my advice on this has been, and you said it, like understanding roles.

Like that is kind of, you know, a lot of times, and we do this with everybody, but we always predictive index.

Where did you in your you know, in your life, where did you develop your grit and your ability to get back up after facing these types of blows?

What are the big blocks here? Like, what did you feel like you had to tackle to get right so that this whole franchise model would really work?

For man, I think that one of the biggest ones was, was profit.

I think that was, that was one of the biggest, the biggest things to tackle to get right.

And on two sides that I didn't feel like, and you know, we worked with a lot of different, you know, I got a lot of different advice as we kind of went through this process and were like people that did like franchise developer, they help you turn your business from this into a franchise.

And then, and then kind of the modeling that we would do is that, profit was the big one.

And, and early on in a lot of the people that I spoke to that kind of presented themselves as franchise experts, they really didn't communicate how to be, to be fair, you said like, it's gotta be good for the franchise or I didn't understand outside of just kind of hopes and dreams and wishes from their perspective, how this was going to be good for, for, for me.

I mean, there was promises, but like from just a I've had to do a business plan before.

Yeah.