 But during COVID, you guys also opened up another retail location, which is amazing in Century City. And so I wanted to share with people that story for you guys. And so the market crashes and a lot of talk in the real estate market has been there's all these spaces available because all these tenants have failed and the smart group of people like you guys are now taking those spaces over for next to nothing and the leases are extremely favorable. And so I kind of wanted to, if you guys could just share the story of how you got to your Century City location. I think we have to go back a little bit in time and then this is kind of like an ego thing that we didn't believe in ourselves as a company, as a brand, as two people. And I think we took so much out of ourselves that we were like, we couldn't see what we were building, but everyone else seemed to see it. And so we're like driving around and I think it was like probably the first three weeks of actually trading inside of Sunny. And we get a call because someone had seen it had seen us in Abbot Kinney when we were over there and they're like, Hey, there's a Starbucks being renovated across like on our building and we need a coffee for our tenants. Do you think you can park outside of it? And we were like, sure, we'll do it. I mean, what we're going to do 500, 400 dollars will be fine. I remember the first day getting there. And again, remember to keep this in mind three weeks into us trading. We didn't know what we were doing. Tony was not a barista. I was not a, I was not a, you know, French person driving a truck in LA. You're still not, by the way, I think Tony's definitely a barista. You are still not. Besides the point. And then so we get here and the first day it was madness. We sold out of everything. We had no coffee left. We had no milk left. We had no ice left. We had no water in the tanks left. That's how busy we were. It was like 20 minute lines, but sunny. And we were like, what is happening? And these people saw everything that we couldn't see in ourselves. And out of that, two guys came up to us and they're like, do you think that you would want to grow this? And we were like, no, not right now. I cannot, I can't wrap my head around the fact that I have to like do all this, let alone think about expansion when we barely just started and days went by. And the same thing. We thought that we were not going to be able to replicate, you know, the success that we had on the first day, but it was daily, daily. By 10 o'clock, we were making more than we had ever thought. And we were making money and we were buying stuff left and right. And we were finally realizing, okay, I think we're doing something right at the end of the day. And so they asked us again, do you want to? And I was like, I don't know if I want to, but we'll keep the conversation open. And so, you know, 2019 ends on a very positive note. We finally go on vacation again to that Bali thing. We come back. We don't know anything about COVID, March happens, everything shuts down. And then I turned to Tony and I'm like, if we don't have income in about two months, which I think is when COVID is going to be gone, right? Wishful thinking on my side. Sure. Two weeks to end the spread. Exactly. I was like, oh, they're going to get it under control. May will come by and then we'll be fine. We need a break anyway, so this is going to be good. And, you know, May turns around, June, July goes on, August comes around. And then we're starting to get desperate here because we're like, we haven't been able to go out. Remember, the health department was like, you can't trade. You can't open stuff because they didn't know how it was transmitted or whatever. And so we were like, what do we do? And I was like, all right, let's let's look at what these investors say because they are still interested. And so again, COVID still goes through and we're still dealing with all these things. August, September come around and we still don't see the end of it. And we reach an agreement. We're like, OK, if we're going to move on and we're going to be able to survive this, we need to do something pretty radical. And one of the investors ended up leaving the deal and it was just Tony, myself and the other investor. And we're like, what do we do? And he's like, look, we may be able to have a success story here if we replicate our old sales in Central City and we just opened down the street. There's a business failing there and then we can really take it over. And I was like, why not? What else is there to lose at this point? We have already placed all of our efforts, all of our money, all of our time into this. And if we if we quit now, then we're really just quitting at the beginning of the opportunity. And so we went in there and it was the most disastrous pitch meeting that you could ever imagine. You know, it's this huge corporation, these huge business guys and, you know, they're asking us, well, what's your balance sheet looking like? What's your income statement looking like? What is your business proposal? Like, what are you going to do? Where is your menu? And all these questions that were so obvious for them to ask, but we were so oblivious to the point that we're trying to get. And there were other businesses also wanting to go into that spot. And it was one of those things where we had to prove ourselves time and time again to these people. And it was just, you know, endless amount of numbers that I had to do, endless amount of preparation on Tony's side to brand everything to make sure that we look like a legit business. But in the back of it, it was only Tony and I, you know, like everything that you see, it's just two people and they took a chance, a big, big, big risk on us. What do you think was the thing that pushed them over the edge and taking that chance? Honestly, I think it was just how prepared and curated everything look. And I think that's the key word, curated, you know, we try to think in a sense of like, we are much bigger than what we are, in a sense. And you kind of have to prove yourself in that way. So we sent them over a marketing deck, which I feel that a lot of people don't have. We have, we sent them a branded deck with everything that we are, logos, everything that you can think of pictures, stories, videos, everything edited by Tony, made by him and all of these things. And I think they saw the potential, the way that Diego saw the potential in this building with us. They're like, I think they can grow into this and they seem like they are energetic and they seem like they love what they do. And we truly do. And I think that was the key point where they were like, OK, they may not have the best financials and it is a terrible time for everybody. So let's see how they do. I mean, they trusted us with a huge, huge space. And here we are, you know, still resilient and still going at it. When did you guys open that space? October 26th, 2020. And the lease was tied to the occupancy, which is nice, right? And so your rent isn't full until exactly. Because I think what are they at now in terms of occupancy for the building? I think they're about like 30 percent. OK, yeah. So way higher than October, November. Yeah, I mean, if you ask me, like in December, January, I would have told you I don't want to do this anymore. Because there were there were days that I would wake up and I would be like, I don't want to do this anymore because they were like what maybe their occupancy was like an eight percent, 10 percent barely. Yeah. And it was a holiday, so people were gone anyway. How many customers were that translate to a day? I would say maybe like 50 or not even 30, 40, probably. Yeah. An uninspiring amount. Yeah, yeah. It contrasts to like the 500 or so that you'd get like parking your food truck outside. Yeah. Kenny, right? Yeah, Abbot Kenny, Milrose Trading Post, you know, the other central city plaza towers. But it was because it was pre COVID, you know, and we always thought about them, you know, expanding it and making a bigger space of us because if you ever see sunny, like you're literally bumping elbow to elbow and you cannot do anything. So we're like, we need the space, we need to really be able to grow. And when we got this base, it was huge, but there was nobody there. So it was kind of like a double whammy and it just felt really, really bad. There's another way of looking at it. There's a real issue as it relates to how these businesses get leases. It's like they put you guys through like a road scholarship type of atmosphere where it's like they want references, they want all this stuff. And I think a lot of landlords make a mistake by doing that because at the end of the day, it's like you feel like you won something, but all you really want is the ability to pay them rent. Right. I just hate the old landlord model to be like really bothers me. It doesn't make any sense. And it makes startup businesses harder than it has to be. I'm hoping people will listen and then they'll start to maybe have that conversation because they should be empowering you guys. They should be helping you guys, not asking for the world just so that you win the right to pay them rent. That's not how these things should go, right? And then even when they're in your building, they should go above and beyond to help you out. And I think the landlord model is just broken because of this. I'm hoping it changes and I'm hoping COVID makes a lot of people rethink the way they treat tenants because now they're sitting on empty buildings, having to figure things out again. And so I'm hoping it's like a big refresh for not so much business, just like how to treat people. Yeah, I think we got really lucky because the building manager heard literal words where, you know, they don't have a great financial background or a big balance sheet, but they seem driven and ambitious. And I think Emerson does a great job of kind of selling our brand in terms of the vision and not just financials. Like he's very good at both, but he's just very charming and he talks to these people and he sells the brand. And I think he doesn't see that all the time, but it really does help because the building manager works with us and she wants to see us succeed. So she took a chance on us and I think it all worked out. And now you guys, I don't know if it's at you, but now you have two locations. We talk about it everything. We're like, how do you feel about being a known or two locations? Like you're a multi a multi store owner. It's crazy. I mean, we're in the car and you did it in COVID, which is arguably probably the hardest time for a company to scale. Terrible time. Right. I mean, if we look at it just like, you know, again, and we go back to that financial background and that idea of being able to get a business and have a return on your investment, this is literally the worst thing that you could do. Go into the food and beverage during COVID. Literally the worst thing that you could do. There's no return on investment and you're just like burning money. It literally is like putting money out and then just throwing it in the ground and be like, burn it up. It's fine. I got plenty of it, which we don't. But you're doing it. But I'm doing it. Or it made you rethink money in a way. Yes. Yes. Because it's what have you learned? It's a vehicle for success and you really can't. It's all it is, baby. It doesn't mean anything. So I think it does hit us every day. And then again, and this is just for me, I'm not talking for you, but it does show us that we're doing something right, even if we are doing everything along the way in a wrong way. I guess you can say it. And then I had a conversation with one of our friends and he's like, a lot of people fail upwards. And, you know, that's how I felt when those difficult times and those very, very dark moments are in the business. I'm like, I think we're failing upwards in which we find people who we really connect with and they take chances on two guys who know nothing about this business, but they're so passionate about it. And we have not quit. Even after all the things that we have been through, we can't quit. He comes to me sometimes and he's like, I don't want to do it anymore. And I'm like, well, sorry. I mean, I don't know what you want to say. I go to him some days and I'm like, I can't do it. And he's like, well, sorry, we have a shift in about two hours. So what's up? That's the hard part. Yeah. So we don't quit, but here we are talking to you guys. And, you know, at the back of where Sunny is located, and it just seems like a dream way beyond a dream at this point.