Jeffrey Zurofsky

And so that can range anywhere.

If you're in full growth mode, you may be thrown off.

You might be, you know, have negative cashflow for the business, but units are performing well and that's a healthy metric.

Right.

And then, uh, if you're not growing, then, you know, maybe your GNA, your whole, your whole, um, general and administrative for those of you, for those of you watching at home, uh, should be 10 to 15 or so percent, um,

you know, maybe less than that if you get to, if you really cut back.

But I think in today's day and age.

Yeah, if you're in that range, you've got a successful enterprise.

Well, there's a couple reasons.

I mean, one was the actual show did a lot for, you know, I'd say the connection and the relationship between the restaurant and me and Tom is known as sort of

business people in the industry.

I don't think there's ever bad exposure on that.

And the way we were portrayed as judges and as hosts only contribute to the credibility around expertise in the field.

Having said that, it was time for me personally running that business for 12 years.

It was time for someone else to

You know, I'd say my expertise is in creating and setting up businesses, running them for, you know, growing from 15 units to maybe 50 units, which would be the goal, right?

That's a different set of skills that work for me and

Even for the organization, I mean, I think one thing that entrepreneurs need to learn is to listen to the organization.

And at some point, the company kind of tells you what it needs.

I was still CEO while the show was going on.