Anthony Geisler

And so, you know, you can open 100 stores in year one, 100 stores in year two, 100 stores in year three, when really that's 100 people out opening one and another one and another one kind of year over year over year.

So...

I think it's very important to, in that type of business, if you are franchising versus corporate, of course, pick really good partners and then support them to the best of your ability.

Yeah, just be a really good partner.

Yeah, the tough part about franchising is that, you know, you're franchising with partners, right?

And so they have lives.

They have people pass away, people get divorced, they need to move, they have different financial things that happen, they lose a job, whatever it might be.

So you're dealing with a lot of, you know, you and a partner and then the partner's life, right?

And kind of how do you go about that?

Yeah, and it's been interesting, that particular team, and we've literally opened 3,000 stores.

That's mind-numbing.

But all of us were single without kids basically even when we started.

So you have time.

But then we ended up married with kids, so we literally all grew up together.

And I think what's so important is you can put together a great team with great people as individuals, but can they play well together on the team?

And do they know each other well enough to know what everyone's flavor is, where they're strong, where they're weak?

I think in general, you have salespeople.

You typically can push salespeople.

And one of my very first salespeople, when we pushed him, he just – he turtled.

He was like, well, look, I've –