Luke Peters

And, and the big guys don't care. They'll spend whether they're profitable or not. You know what I mean? So yeah, it's, it's a metric game.

That's true. That's a great parallel actually. Yeah. Too big to fail. Up until a few years ago. Then all of a sudden they got wise because they're getting crushed by Amazon and Walmart, so they all had to compete. But yeah, there is that grace period in the middle.

That's true. That's a great parallel actually. Yeah. Too big to fail. Up until a few years ago. Then all of a sudden they got wise because they're getting crushed by Amazon and Walmart, so they all had to compete. But yeah, there is that grace period in the middle.

That's true. That's a great parallel actually. Yeah. Too big to fail. Up until a few years ago. Then all of a sudden they got wise because they're getting crushed by Amazon and Walmart, so they all had to compete. But yeah, there is that grace period in the middle.

Yeah, for sure. So we ended up selling in 2001. Okay. And for me, you know, personally, that was a big thing, you know, cause it's like, if you sell, you've created something that is proven value and then private equity is coming in and buying. And then I stayed on for a while and then I was, and then I, and then, you know, I've got a great new CEO running it now.

Yeah, for sure. So we ended up selling in 2001. Okay. And for me, you know, personally, that was a big thing, you know, cause it's like, if you sell, you've created something that is proven value and then private equity is coming in and buying. And then I stayed on for a while and then I was, and then I, and then, you know, I've got a great new CEO running it now.

Yeah, for sure. So we ended up selling in 2001. Okay. And for me, you know, personally, that was a big thing, you know, cause it's like, if you sell, you've created something that is proven value and then private equity is coming in and buying. And then I stayed on for a while and then I was, and then I, and then, you know, I've got a great new CEO running it now.

And so I'm able to take time and reflect on it. And, and I would say that there are definitely a couple of things. Like the first one is when you can afford it, like as a business leader, as a business owner, is getting the best people in and getting some skin in the game for the best people. Okay. And then creating a vision and letting them know what that final outcome looks like.

And so I'm able to take time and reflect on it. And, and I would say that there are definitely a couple of things. Like the first one is when you can afford it, like as a business leader, as a business owner, is getting the best people in and getting some skin in the game for the best people. Okay. And then creating a vision and letting them know what that final outcome looks like.

And so I'm able to take time and reflect on it. And, and I would say that there are definitely a couple of things. Like the first one is when you can afford it, like as a business leader, as a business owner, is getting the best people in and getting some skin in the game for the best people. Okay. And then creating a vision and letting them know what that final outcome looks like.

So for example, you know, early on, I probably would have been, I was more tight, you know, because I'm thinking, okay, if I, you know, how much should I share? And then At later on is, is I, you know, kind of learned the right way to, to lead. And there's a lot to it that I learned, but I'm just simplifying it here.

So for example, you know, early on, I probably would have been, I was more tight, you know, because I'm thinking, okay, if I, you know, how much should I share? And then At later on is, is I, you know, kind of learned the right way to, to lead. And there's a lot to it that I learned, but I'm just simplifying it here.

So for example, you know, early on, I probably would have been, I was more tight, you know, because I'm thinking, okay, if I, you know, how much should I share? And then At later on is, is I, you know, kind of learned the right way to, to lead. And there's a lot to it that I learned, but I'm just simplifying it here.

It's like when you get good people and you say, Hey, let's, let's sell them three years. And if, and if we do, this is what it looks like for you. Like, yeah, they're gonna just run through walls. There's a huge, because everybody's motivated by money, okay?

It's like when you get good people and you say, Hey, let's, let's sell them three years. And if, and if we do, this is what it looks like for you. Like, yeah, they're gonna just run through walls. There's a huge, because everybody's motivated by money, okay?

It's like when you get good people and you say, Hey, let's, let's sell them three years. And if, and if we do, this is what it looks like for you. Like, yeah, they're gonna just run through walls. There's a huge, because everybody's motivated by money, okay?

It's like, sure, you want people who are just gonna always do the right thing, but you gotta show them that this is what it's gonna look like for you, and they're gonna work their asses off and get there if there's a big payday for them. And they're going to do things that you could never do on your own. So that was a big one that I learned, you know, as far as like getting the right people.

It's like, sure, you want people who are just gonna always do the right thing, but you gotta show them that this is what it's gonna look like for you, and they're gonna work their asses off and get there if there's a big payday for them. And they're going to do things that you could never do on your own. So that was a big one that I learned, you know, as far as like getting the right people.

It's like, sure, you want people who are just gonna always do the right thing, but you gotta show them that this is what it's gonna look like for you, and they're gonna work their asses off and get there if there's a big payday for them. And they're going to do things that you could never do on your own. So that was a big one that I learned, you know, as far as like getting the right people.

I realized early on that can be hard. Like if companies don't have enough scale, like they can't hire in, you know, that CFO for 250 or 300 or they can't hire the CEO. But, you know, you can still work. prioritize getting the best people over saving a few dollars is how I would say for most companies. Um, and then, um, just another quick one is just focusing on margins.