Joel Salatin

I mean, we have I mean, we run a very formal stewardship and apprenticeship program on our farm.

And we just had we just had one hundred and thirty five applicants for 11 spots.

And these and these are Americans.

They're not Americans.

I don't want to get down that rabbit trail, but these are many times college educated, articulate, sharp, well-spoken.

And a lot of these young people, they get five, six years into their Dilbert cubicle career.

And suddenly they're sitting there, you know, at their screen and they're looking as man.

I really would rather be out running that zero-turn mower with the landscape crew at the corporate headquarters.

And they start yearning for something that's visceral that they can touch.

We had the most amazing – we had a guy come from Chase Manhattan Bank.

He worked in the Valley of the Beast in New York.

He came as an apprentice.

And he came in one day for supper.

And he was almost in tears.

He was visibly, you know, moved.

I said, what, you know, what, what's the deal?

He said, well, he said, he said, my career has been working, you know, at this cubicle with, you know, three team members, one's in Tokyo, one's in Shanghai, one's in London and me.

And we build these, you know, we build these electronic, you know, whatever skeleton, you know, financial skeletons in cyberspace puts a button at the end of the day, it goes, who knows where, and we do the same thing tomorrow, tomorrow.

And he said, today,

You know, with the team, we built a Millennium Feathernet.