 If it's below the x-axis, we're finally through an equilibrium, and we're actually selling more than we harvest. So in this silly model, I thought it was going from 14,000 kilos in the last month we had, which was August or September up to 67,000 kilos. That's not going to happen. That's not going to happen. But the most important thing is that inflection point. And if you see the inflection point, that's it. It takes 10 months of my goofy, goofy situation to sell the harvest from July. Think about that. So we have the topic. We've got a path on the whole way, barely draining because there's a clog in it, and the water level's coming up. Now let's get to something more realistic but still very optimistic. So instead of increasing sales 10 to 5%, I went 6% for the first three months. Then 2.0 picks up at 9%. This is aggressive. It's doable. And if you look at this one, I've also taken the cap off harvest. I've allowed harvest to increase 4% a month, which is realistic. Now this industry will grow. If it grows at this level, this is a fabulous growth rate. It's 158% improvement. Who wants, doesn't want to be in a 158% improved volume industry. But you notice what I say, the most important bar on this graph is the yield. That's, our harvest, because it's growing at 4% from a big base, are low-pacing sales. So if you look at this, the inventory on this chart goes from what is presently ridiculous of 365,000 kilograms to a million kilograms in healthy inventory. That is not a good situation. Why are they telling you this? If you're going to run a business, you have to size it to the market. This is our most aggressive, optimistic scenario. We don't want to give you the pessimistic ones because we're the lead-off and we should all have a good time today. Now, the important parts to take away from the demand and supply on this. The scenario to the optimistic one, we have an annual runway rate of 450,000 kilograms a year. So that's 12 times 12. That's 158% over year one, which is 174,000 kilograms. We are harvesting at a rate that far exceeds legal absorption. Presently, we're harvesting at 4.42 kilograms to every kilogram sold. The bathtub is filling up and filling up. The optimistic scenario gets us to 2.26. That's still way too hot. We have too much inventory at LPs. All the government that said we didn't have enough inventory, they were wrong. We have enough, we just don't have enough of what people want to buy. So presently, we have, at the end of October, 721 days of inventory at the LPs. Two years of inventory at the LPs. And at this very aggressive rate that I have of sales and the 4% harvest rate, we get up even further. We get to 860 days. This will be catastrophic unless certain things happen. More retail stores at 2.0 does not fix this. Something has to give. We need companies to go out of business. It sucks to say it, but we need a right sizing of the harvest. We need people to write off inventory. We've already seen the inventory write off to come. They're going to come more frequently. We're worried about trim passcading down in value. Or the legal demand has to go through the roof. And without enough stores, that's not going to happen. Plus, hey, you know what? The unregulated market is good at keeping clients. And exports simply will not fix this problem, that they'll be too late and not enough. We have a massive issue that we have to deal with. And Adam Smith at his great big hand is going to deal with it. Thanks, brother. Could you be any more negative? Like, holy moly. That's hilarious. Thanks for being here. Self-sustained. Holy moly. We like to think ourselves as disruptive. I'm going to say a few things that may be off-color today. Or it'll sound really jang-interiors. It's where we live. When Go Blue tells us... Yo, Lorenzo, check this out, brother. ...all is fraught with data. Grants that have brought universities like the biologists. We are an important business. It's nice to see the world of formal commerce. They aren't OGs and stuff. That doesn't mean sideways hats and spinners. That's just the way away. We can't see that fast enough and we're happy with it. What we did was we formalized something called a value chain, which is very well known in most places. We put it together to just try to describe how and where a company looks like or where they should be at. It's a company like an extractor. They both take biomass and put it up here. Genetics, it goes with everything. Production, it's where the LPs live. Extraction, branding, for us to kind of put a framework around or something to communicate and orient. Each one of those pieces of value chain can be split down. So in this case, I've just gotten a white one. Thank you.