Jeffrey Zurofsky

Oh, it was more than that.

I mean, it exceeded a million and a half dollars.

Okay, got it.

Yeah, so it was above what we were expecting in terms of an average unit volume that you would expect in sort of a chain kind of environment.

Well, we got to 15 locations.

We've opened 17 in the course of our time, but we've actually had to close two, and that's normal course of business.

But we got to 15 in just about six years.

So we had really – there was three years in a row where we had opened four every year, and that was a fast pace considering none of us had ever done –

expansion like that before.

We'd all built restaurants.

We'd all got advice from a lot of good people, but we never actually did it.

And that was a breakneck speed for us at the time.

No, because not all of them work the same way.

Some were

somewhere so and you know keep in mind i think there's a focus on top line revenue in businesses like mine and uh it's you know i think tony robbins said it best you know it's not what you make it's what you keep um and so we had some we had some locations that were we're throwing off you know we're lower revenue but throwing off a lot more cash so you know at our peak we were probably somewhere you know close to 20 million but it wasn't not everyone was then on that average and they all

Some of the ones that were below a million dollars were throwing up more profit just because the rent was different, because the labor model was a little bit different, because the customer loyalty was much higher and check average was higher.

So there's a lot of different metrics.

And I would actually stay away from, to the audience, I would stay away from focusing on just top line as a metric because it's sort of meaningless when you think about

what's most important.

You know, I'm sorry, but I'm not at liberty to disclose those numbers.