David Royce

Millions.

There's some like just wildly successful, you know, regional companies.

Besides when it's in the founder's hands too, like if you bring in private equity, you bring in other people, it's less popular for them just to be like, oh yeah, we're just going to generously give this out to everybody.

There has to be very direct aligned incentives for what it is they're going to achieve and that they're going to expand the pie and therefore it's worth it to give that LTIP out.

Yeah, another one I just read is

unreasonable hospitality by will gadara have you read that one yet i started it i have not read all the way through it it feels like um you know like a like very tony shea-esque almost like it's like you know the second film that came out as a you know follow-up um but really incredible it's about someone in new york city that wanted to have the very best restaurant in the world and his journey over time in terms of what he did i don't know that it's scalable

Yeah, because it's so intense, like in terms of what his waiters had to know, you know, every little detail is down to the finest little thing.

And it's just tricky.

But and then also, you know, all of the I'm trying to think like all the good to great books are really solid.

I think that if you want to build something long, you know, that's enduring and be excited about it.

I think that you've got to continually be

just engage on, you know, building a better business, not just a bigger one.

Yeah.

And if you're always trying to work on it and tweak it and make it better, that can be interesting.

I'm telling you, like, once you get to the point where you're like, well, it's just for the money, it won't do it.

Like you'll lose your interest over time.

Right.

Cause your focus should be on the business.

You know, it shouldn't be on how much you're going to make someday.

And that's such a fallacy too.