B (35:21)
Oh, no. Well, I mean, I think that's, I think that happens by a unusual market, product, market fit. Just, it's, it's, if you happen on that like Bezos did, you know, you're, you're a visionary and you see this big opportunity, then those are going to come again. I think. You know, I don't want to be the guy in the patent office that said everything's been invented, let's shut it down. But, but, but, but I do think that for most businesses it makes sense to create great experiences. It makes sense to focus on a niche. So because you can't speak to everybody, you, that's like the big challenge, I think, for businesses is that the, the zeitgeist or the ethos out in the market is don't offend anyone. Let's come up with things we can't say, you know, we can't say Voldemort, you know, it's, it's, you know, that's, you can't say that about these, you know, this market or whatever. And therefore, in trying not to offend everyone, you actually offend people who have taken a stand. And we are generally binary creatures, I think, in that we're pro this or anti that in our minds, whether we like it or not. And so you need to decide who you are and who you speak to and be okay repelling the other people, because actually in repelling those other people, you'll attract the people that you want. And the mistake is trying to speak to all of them. So I think that's it. And the thing about watching that talk that Jobs did is it just struck me because you and I have had lots of conversations about, gosh, everybody and their brother climbing claims this, but the, the truth is that, like, I'll, I'll give a great example in terms of exiting a business. There's a whole bunch of people out there that are like, I grew and exited a business. But then there's Rand Fishkin, who was very honest about his experience, was he had an exit and it wasn't so great. And the truth is that while lots and lots of people, and I know because I'm in this world, right, while lots and lots of people sell their company, very few of them had anything to do with how they got more for it than they would have had they, you know, had they known other things. Many of them didn't do nearly as well as they could have. I just went through, through an offer that was a 6x on a company that I talked the owner out of doing the deal. The owner was very, very up for doing it. It was like, you know, this is great. And I said, this is the problem is that, number one, it's pretty much they're always going to come in between six and eight. Sure enough, they said, we'll be between six and eight and a half. And then they came in at six. And then a comp for a company that's doing less in EBITDA than this company just came through at 15.7, you know, it's like, and I told us that the market's 10 to 15 and heading up right now. And, but most advisors would just take them through and maybe they'd get them to eight or whatever, but they'd be leaving almost double on the table. And you don't know when you're looking at the ads of just that fact, that sounds really good. You're not smart, not smart enough. You're not educated enough to know, to ask beyond the initial claims. Fact, millions of people have exited a business. Fact, millions of people have exited a business through bankruptcy. Right. Next. Next Fact, millions of people have exited through death. Next fact, millions, although they're not good advisors, don't hire them. But, but then the next group of people is people that just kind of went through the process and, and they weren't even responsible. I've got people that I've helped even do deals that say, you know, yeah, I exited and I got, I got this for it. And I'm like, you had literally nothing to do. You built the company, which is absolutely critical. But the difference between the delta of what you get and what you got, because you had some people that knew what they were doing helping you through the process, those people are few and far between. And the people that are creative to find the ways around the problems that come up are even fewer and farther. And there are, you know, there are, they exist, right, but they're kind of unicorny. And so how do you communicate if you are, you know, if you have a unicorn kind of quality, how do you identify the unicorn quality? And then how do you communicate that to a market that is just blitzkriegged with, with kind of quasi deceptive claims? You know, maybe not intentional in most cases, I'm going to say not intentional, but certainly not the full story. Even if it's just because they don't know that they left money on the table. Right. And that's true, I think across the board. And that's the thing that, that, that what Jobs talks about, because I don't know how you do that and maybe that's something for us to explore later. But, but what Jobs is talking about and what got milk and cold filtered and you know, all of those kinds of claims or brands do make a dent in the universe is that they get around that and say I want to be like them. And if you can get people to say I want to be like them, then that's, that's the magic. And I even hear it and I'm not, this is not self aggrandizing. I hear people say, I want to be like you. Like, I want to be an investor person that does what you do, not working in a job, not on the org chart. And so those things that, that I've said or that we've said in our businesses are the things we need to lean into more. And that's where our ads need to go. Not. And you get a dashboard and you get a, you know, 48 days of consulting, you know, that's not going to do it. So that's kind of my, My end cap on it. You want to end cap. My end cap and then we'll sign off.
