Hamilton Helmer

And so here's the issue, is that here are these two devices.

They were wildly successful to begin with.

Incredible product market fit.

Bomar went from maybe $3 million to $100 million in a couple of years, which back in those days was real money.

And of course, calculators are an interesting starting point because the Japanese calculator, Busycom, was sort of what started the whole CPU revolution.

And so tremendously successful.

And you all know the story of the iPod.

That was the beginning

of Apple as an incredible business model, but it also was the precursor to the iPhone.

Bomar, on the other hand, and this speaks to why Seven Powers- Not exactly a household name today.

Right.

You'd never heard of it.

So that dates me and you.

Yeah, innovation or disruptive technology is not sufficient.

It was very disruptive.

If you were an abacus maker or a Monroe calculator maker, it puts you out of business.

Very disruptive, but completely went out of business after a while.

And it had tremendous brand recognition was the thing and this huge spin-up.

And that speaks to strategy.

And so what you wonder is if you were...