Dave Mortensen

So we should probably understand how they got there, not necessarily a process in which they did it in.

Yes.

Once you can show each other's values and you've earned that trust,

of those values then you can start uncovering areas of opportunity to improve together but if you don't do it together there's going to be an us versus them mentality and we want to we want to fix things too quickly rather than really get interested in learning what we've we've uh got involved in if you're able to answer what what was that about orange theory that said this is the right fit

A lot of different things with Orange Theory.

Technology, I would say, was when we looked at, this was truly a merger.

So this wasn't an acquisition.

This was a merger of two equals coming together.

And what areas could we complement each other?

Because there were obviously areas that we had overlaps.

And there's going to be like, they had strongness, we had strongness.

But

One of the things that was really strong on their side was technology and the advancement of technology into fitness is something that we really wanted to do right.

It's an area that we did OK, but we wanted to we did it really well operationally.

You know, an example like our doors opening operational, our doors open every time.

Right.

That's kind of an important technology.

Right.

Yeah.

But we wanted to get closer to the consumer with technology because we knew this thing right here was a differentiator in people's lives.