Brad Jacobs

So that was a big opportunity to make a lot of money.

I would no way make the kind of money I made back then today doing the same thing because-

That just doesn't exist.

The pricing is transparent and where the oil is, where it has to go is transparent.

And we did a lot of processing deals.

We did a lot of deals where we would rent, quote unquote, the refinery from Shell Rotterdam or BPN.

And we would then get the oil, charter a ship, bring it to that refinery, pay them a couple of dollars or whatever to process it.

And then we would sell what came out of that.

And people said, wow, that's real risky business.

And we were like, really, it was almost no risk.

It was a little risk, but almost no risk because we understood each component of that.

And today, everybody understands that.

That's not unique proprietary information.

But the time was really great.

The next business I went into was waste management.

And this was, I started a business in 1989 and took a public in 1992 called United Waste Systems.

And the strategy there was real simple.

It was to go into these tertiary markets, not even secondary markets, but to go into the upper peninsula of Michigan or

Appalachia, West Virginia, Kentucky, and go down to rural Mississippi and buy up the landfill capacity and then buy the hauling companies, the collection companies that were coming.

It was called tipping at those landfills and build up scale and build up a density so that you could run the business.