Hamilton Helmer

And that's saying something that's pretty straightforward.

Ah, God, you're too fast for me.

That's right.

Same business.

And then the extra credit on this will be why are these axes not quite orthogonal?

But I'll leave that to another discussion.

So if you think of Sony going into PlayStation...

That was not the same as Sony going into cars.

It was a different business, but they did have a lot of stuff.

And so that basically says that you want to constrain yourself to areas that sort of meet with your current capabilities.

Now, occasionally there are companies that have capabilities that are so proprietary

that actually that aligns with power automatically, but that's very rare.

I mean, I'd say like corning and glass technology, for example, it's such a weird material science so they could do glass stuff that other people couldn't do.

So my view of 3M is that they're basically a material science company.

And material science is weird.

It's not fully, or at least it used to be, I'm not so current on it so much, but not fully developed theoretically.

They're all kinds of niche-y companies.

idiosyncratic aspects to it and so they were able to invent stuff so if you think of post-it notes right that was a not so sticky glue right and then they didn't know what the hell to do with it

And it went on for years.

There is a champion in the thing that just said, no, there's something great here.