Tony James

Also, it's just such a great company.

I'm constantly learning from them, the things they do and the way they think about it.

And they're not, you know, they're very down to earth and very focused, but they come to such good decisions all the time.

And then if you're an investor, as I was for many years at Blackstone, the window on the world that you get from the second largest retailer in the world, what goods are working, what goods aren't working, how are consumers reacting, what's the cost of supply, what's happening, what are tariffs doing to our income, our costs, how are we handling

How are we handling shipping and all that stuff?

It's a huge source of value-added information.

So for a lot of, I mean, I love it, and I feel like a real sense of identity there.

Yeah, 250 billion.

I think there's some similarities between DLJ, Costco and Blackstone actually, but focusing on Costco, we built that, it was first of all, all about taking care of the customer.

If you really take great care of the customer,

then, you know, a lot follows from that.

You have a robust business model with a fantastic following franchise, and you get a lot of growth, and your shareholders do fine.

So take care of your customer.

Build quality long-term.

Don't ever...

worry about short-term expediency.

Gee, we're having a soft quarter.

Let's raise prices or let's sell some real estate.

We don't have to own the real estate or this other thing.

It's so easy to get enticed into short-term expediency.