everywhere, for sure, right? Like, because we, you know, being in Hawaii, Hawaii is, and here's another fun, weird trivia fact that you can use on Jeopardy one day is like, Hawaii is the most populated yet most isolated place in the entire world, like so from California to Hawaii on a plane is the same distance as California should New York City, and people don't realize it. It's like a miracle that Hawaii was discovered when it was discovered by the Polynesians. So my point is, is that if you were in a business of any kind where you are the first you are going to crush it in Hawaii. And I was like, so for example, McDonald's, number one. McDonald's in Hawaii, Costco, number one, Costco in the entire nation, Target, you know, all these companies, Walmart, number one. Walmart, okay, because we're a isolated location, and technically considered international by a lot of commercial standards. So when I got off that plane, I started doing what I do, which is I smelled the money. I was like, there's money here, and no one is doing it. And even though I didn't know retail, I was like, how hard is it? I mean, I can figure it out, you know? And that's how it came to be. And so then I started getting crazy. I started going like, I'm going to research the heck out of this, because that's how I am. So I start pouring through the SEC filings of Victoria Secret, which was owned by Limited Brands, and they literally put in their expansion plans for the upcoming year, which was 2006 that they have to their shareholders. We have no intentions of expanding outside of the Continental, contiguous United States, meaning they had no consular Hawaii, Alaska, Guam, Puerto Rico or international. And I was like, that's what I'm going to do. I'm going to brand over there, and then when Victoria's Secret is ready to scale, they're going to buy me. That was my whole strategy. Okay, so then I got to work. Was like, Okay, what do I have to do for a second, third? Now, since we're talking to small owners, I want to be clear. Like, obviously I had this background in sales and marketing the corporate world, but I got to tell you, I didn't use that as an advantage. I actually forgot how you grew it to 10 million. That's well, because I'm good at sales and marketing, and when you're good at sales and marketing, you can grow anything. The problem is, is that if the operations and the back end sucks, you're in big trouble. And when it comes to retail, and I'm sure. All of you resonate with this. In general, you have additional overhead, right? Oh yeah, we're talking about the rentals. That's why I started buying commercial real estate, so I could own the property that it was in. But I hated being the malls. Oh, my God, like because there's all these their rules. It really violated my value of autonomy. I was like, I don't want to keep my doors open. I want to close on Sundays. Like, you look at companies like Chick fil A who like, they're like, We don't care if we make billions of dollars, we're closed on Sundays. That's a values commitment, right? Like, even though their audience are like, please open, they won't do it even for the money, because they're so clear on their values. It's like, for me, I started to realize, like, I knew I could make it work, and Oprah helped a little bit. And what I mean by that is, if you look back, Sarah Blakely started Spanx in about 202,005 the way she got big is Oprah called Spanx one of her favorite things. Then Oprah did an entire special on her daytime TV show of bra fitting across the Nordstroms in the mainland, and I was the only store that did bra fitting. I carried every size up to h. We did custom course setting. We did like, I mean, I was the first to have Hanky Panky, Spanx, all those brands in a store in Hawaii. So I was the first, and I knew that's how I made so much money. The issue was logistics, because I used all my sales and marketing prowess to really get good. But what was stressing me out, and this is this comes back to this story, I hope, is helping you understand, like where I was sucking, but where I was playing Donkey behavior was around team operations and logistics. I forgot because in I had forgotten how important it was in my job as an executive, how my team was the reason we were so successful, not because I didn't appreciate them. Then I forgot that I needed that now in my own business, but I was like, I gotta be the butcher, the baker, the candlestick maker, the janitor and the CEO, and I gotta preserve my cash flow as much as possible. So I started taking on what I call donkey behavior, as I said at the top of the show, instead of thinking like a unicorn, instead of being like, you know what? I think I can't afford it, but I need better unicorns who are better suited to business operations than I am, who can help me manage all these you know, I mean, in retail, right? You're dealing with a lot of people who are making 15 to 20 bucks an hour, and they don't care as much, even if you try to, like, here's where we're going, and trying to motivate them to, like, go with the vision, with you. Well, that's exactly