Rick Jordan

And I get you start scaling.

You do M&A and you scale.

It's curious to me that how it becomes zero.

You built it alone before you went public and all that.

Why is it zero?

Is there nothing to carve out of this thing?

It didn't go to zero.

It went to two.

Built it up to four.

Then M&A and going public got it up to 15 in a matter of two years, right?

From the four to the 15 and then six months and went down to two, which is where we're at right now.

Most of the customers that were part of these acquisitions were just gone as well because of the results, the aftermath of a lot of these things.

That was all disclosed.

I was grateful though, truly, because I kind of kept a little bit of a foundation to kind of start again.

If you want to look at it, if we're using this house analogy, it's kind of like I always had a suitcase, kind of like a go bag in that area.

I did the M&A through a different company that went public.

This is good for people to talk about.

If you want to talk about asset protection or isolation and made sure because we were independently audited to man being a public company, making sure that if there was anything, because I kept some staff in my private company, some technicians and all that.

So then they were servicing customers, the public company, but that actually became like a vendor client relationship.

And those transactions were fully audited so that they stayed at an arm's length because interrelated company transactions are never that great.