Lou Whiteman

It could be a period of really weird, volatile decision-making, if that's the case, though, for these companies.

Right.

I think that's part of it.

But look, very simple.

They have all said we are pursuing this because it is the future.

If they all blink together, it would be fine.

But if one of them blinks, even if everybody's seeing the same thing, and even if it's the rational move, I think the read will be ours isn't as good as everybody else's, or we have failed.

And so I do think that just the short-term

decision-making matrix is to keep doubling down, even if you have doubt, until there are clear signs that your competitors are, like, if they could all get in a room, what would they actually talk about?

Who knows?

But I don't think that's going to happen.

It just kind of sets up, there could be remarkably bad decisions made where 10 years from now, you look back and say, what were they thinking?

I'm trying to get at maybe what they were thinking.

I'd agree that the Cisco deal is the more interesting of the two to me.

If you're not familiar, Cisco is the largest food service distributor in the United States.

I had a short career in the restaurant industry many years ago.

I worked at a total of four restaurants across two states.

Cisco was the primary food supplier for all of them.

That's among the other 700,000 restaurants it serves worldwide.

It has a massive distribution network.