Jeffrey Zurofsky

But, you know, on average, let's put it this way.

You're a unit economics.

So there's corporate overhead and there's other costs that, you know, you go to run the business.

But on the actual unit, you should be somewhere between 25 and 30 percent.

EBITDA.

And what we call it in the business is sleep-a-da, store-level EBITDA.

No, store-level EBITDA and sleep-a-da is what it's called in the business.

So at the end of the day, if you've got units that were generating somewhere in that range of percentage, then

you knew that you could keep opening those stores and, and they would, uh, they do well.

Yeah.

They do well.

And then you keep performing, uh, then you could keep growing, uh, corporate overhead.

So I have to say that part of the challenges is as you grow, it's how fast you grow while putting on, you know, new units that also have the challenges of

team members and turnover and culture and, and, you know, creating, creating a healthy business.

No, sorry.

So that's a, that's a store.

Yeah.

That's store level on just the restaurant, but then you got to bake in all the corporate overhead on a, you know, sort of on a multi-unit

basis.

Right.