Reed Hastings

But there's a sector of the market, maybe more like Whole Foods is to Costco, that's a little more specialty.

So people willing to pay for uncrowded skiing.

And then that's super fun and you get wide open slopes and low lift lines, but it costs a little more.

Yeah, I think powder and the other independents need to strongly counter position.

Or just become part of Epic Icon.

But you're not going to live as you were because you lose a third of your revenue and all of your profit to the Epic Icon family.

And it partially depends where you are geographically.

But as a general rule, you've got to counter position quite strongly.

No, I mean, again, if you're...

historic skier and a purist you might say oh park city is really crowded now but it's also a great value and you've got this great icon or epic pass and so far the money does the talking and people are showing up and visitation is continuing to grow

So it's been a very successful model of broadening the skier base.

So in Powder Mountain and running that, it's small enough, 150 full-time employees when I took over, that it's pretty intimate.

It's not like taking over a substantial business.

So I suppose it's a little different, but not materially.

Sure.

I mean, for the Powder story, we've done many changes on kind of the positioning, you know, created a private skiing option.

We've upgraded the employee compensation sense of mission, sense of winning position.

many aspects of it.

Yeah, substantially.

So Powder, I would say we've done, in my opinion, a slightly better job of it from the lessons that we've learned.