Fanny Gerson (8:23)
Maybe open in Mexico City, you know, and sort of see, okay, what are the parts of the businesses? So right now it's sort of, we're doing the opposite. Instead of scaling, we're editing and we're tightening, you know, and kind of, okay, let's see where we're at. And what does that look like in a, in a personal level? And I always thought, I never thought about it in exiting in any scenario. It's more, this is something that maybe our son could inherit if he wanted to, you know, but then he may have his own, you know, like my dad had a family business, you know, kind of those things. And he's going to have his own passions and things. But it was sort of something that we could give because also it's, you know, for us it's not just like the product, it's what are the values and the things, you know, the organizations that we support and the, so if we, you know, we're exploring options, do we maybe partner up with a different restaurateur or operator here? So but right now we're trying to sort of tighten and you know, evaluate in a personal level like the healthcare, like as I mentioned before, which is the most important thing and what would that look like? So we're thinking perhaps of going to Mexico for a year and kind of test it out. Can the business do back and forth and set up systems? Maybe it's like, oh no, there's a saying in Spanish that's que tengatienda que latienda, which rhymes. But basically it's like if you have a story, you better be present. So kind of like you gotta be. And we've always been hands on. So it's setting up these systems and so we don't know. That's a very long answer to say we don't know. We still always exploring and I keep going back like even if we found a co packer that could do the quality that we have, that we want and that we do, I don't know if that's what, that's what we want. There's days that I wake up, I'm like, we could totally be the Mexican Haagen Daz. You know, Haagen Dazs is amazing in the sense you find it in a deli or you find it in like very high end supermarkets. They have this, you know, and it's consistent and it's great. And very few people have been able to sort of do it that way. You have sort of like the high end, you know, gourmet ice creams and then you have the more. But this is sort of like taps a lot of different ones. But I love hospitality and so while on the one hand I would want everybody to be able to get these paletas everywhere in the country or maybe even further. There's so many points because there's so many breaks in the chain of cold, you know, the cold chain that there's a possibility that when you get your paleta it's not a good experience and it's not because the product is bad but because the melted and refrozz. Melted and refroze. Exactly. And so where is that? You're detached from the customer, you know. And so that's another aspect because it's like a whole different business. And I've also met like I met this woman who had. Who has this really delicious ice cream called Dolce in D.C. and she took a financial literacy course last year with James Beard foundation and she gave a presentation and she's like sort of like the ideal, you know, she has I think five or six shops in D.C. and makes her own ice cream. But then she did a co packer, she went through a co packer and she was nationwide in I don't know like a thousand stores, like really. And it was all self funded and I was. And that I saw it when I was trying to decide whether to pull out of Whole Foods or not knowing in my heart that it was the right decision. And after her presentation I said I am going to pull out because even though like she had the best case scenario and she talked about how much money she had to spend just on promotions because you have to have these, you know when you have like sales, not the slotting fees which is also a thing like when you go to the supermarket there's these things. For those who may not know there's a reason why you always see the same product like right eye level or right when you're exiting all over the country, you know, because they pay to be there. And so those are slotting fees and for people to go. But then there's a separate like promotional things and I can't remember the number but it was something like $500,000. And I said if you have to just how much ice cream do you have to sell to just make up for that, that's money you won't, you know, the margins are very low. And so I saw her a few months later and I said thank you, you know, and she said oh, I didn't want you to make a decision based. I said no, no, no, it was good. And she told me this thing, like.
