David Royce

And there's going to be more opportunities to go all across the country and manage or whatever.

It was hard to sell people on that.

We got a lot of negative rhetoric from other companies like, oh, they're going to sell out or whatever.

And the beautiful thing about it is we had so much money.

We never had to give the company anything.

away to other people.

And I was able to make control the entire time.

And so when we started Aptiv, which is our fourth company, it's like, hey, you know what?

I've made a lot, you know, nine digits or whatever.

At this point, I'm going to get back.

I'm going to we're going to put a 25 percent equity pool together for all employees.

So when we sold on this last round, like it was nine digits that we gave back to our employees and many of them made six and seven figures.

Yes, it was all based on numbers so that everybody's incentives were aligned to grow.

So if you were a sales manager, depending upon how many salespeople you had and how many accounts you put on each year, that would determine how much of the overall LTIP you would get.

If you were an operations manager in a location, depending upon how many accounts you managed overall as that thing would grow, then that was your portion of the LTIP.

Um, executive is a little bit different where, you know, it was kind of dependent upon their specific.

Right.

And if it's a competitive market, it's like you want to maintain that talent.

Like you were trying to recruit, you know, there's only so many people out there to recruit from if you're in some of those markets.

And so you're trying to make sure it's as attractive as possible and keep them on for as long as possible.