Ron Shaich

And you had all of these pressures and it all played out in a very public way.

You had very limited ability to protect whatever was going on in your company and develop it.

And you needed to be ready for prime time.

And so I'll tell you a story.

When we decided to take CAFA public, I think people would consider it a very successful IPO.

Today, three and a half times from the IPO price, but considered very successful.

What did we do?

We helped Brett and the team get ready for an IPO.

For a year and a half before we went public, we did quarterly earnings calls in the company, simulated with our investors.

You know, they had to do press releases.

They had to take questions.

We worked with great diligence in getting their narrative down so that when they went out, they knew what they were selling and they were selling to the street the possibility of participating in the growth of what would be the dominant player in Mediterranean.

I think we really prepared this company.

When we actually went to market, we didn't let the investment bankers control the distribution.

We did.

We brought in cornerstone investors like Tiro, who I had a longstanding relationship with and had helped make billions of dollars for them.

We brought in Capri, the capital group, which, again, I had been part of helping make billions of dollars for them.

We brought them in as early investors.

We limited the distribution.

None of us were selling stock on the IPO.