Alex Hormozi

It's like there's AWS and there's the white label business.

And then there's the logistics and distribution.

There's so many elements.

There's the video and the media side.

There's so many different elements of Amazon that you might be at the stage where it might make sense.

So it does come back to the goals.

If you know that you're, do you feel confident that you'll just stay at 200 million or are you going to grow at 20% if nothing happens?

Or what's the current growth rate?

Are you stuck there?

Okay.

Yeah.

Then you probably do need to, if that is the constraint of the business, it's like we build on every piece of land that we can get.

That's the constraint.

Right.

So then that, so then I think about, so the quantified version of what a constraint is, it's the highest return.

It is the allocation of resources that yields you the highest return.

And so if you focus on, so fundamentally, so why would we not want to do that?

It's like, this is the place where we would get the highest return in the business.

And the nice thing with that is that constraints oftentimes are not like 10, 20, 30% improvements.

They can be like order of magnitude improvements.