I was sitting with a retired car dealership owner. "You make money on the buy", rolled off his tongue like a soccer ball on ski hill.
"Buy low, sell high" was my financial advisor's advice. Buying low scratches the back of a buyers mind like a cat scratches a carpet pole. A low price means something is wrong, or worse, that no one wants it.
Imagine going to a furniture store and picking out a dining room table. Eight chairs, two of which are captains, eight foot long table, all solid wood. Retail price tag is $4000.
The word "retail" means you just bought high. And lost on the buy as you will never resell that table for the price you paid for it.
My wife is an excellent deal hunter. She hinted at a new dining room table five months ago. Not wanting to spend money needlessly, I asked her if she could fulfill her desire on the used market. Off she went on her search to find her treasure online. I forgot about our deal until she arrived with 6 chairs in the back of the van. The set was beautiful. Slightly used, but retail the set sold for $4000 five years earlier. The family was relocating back and didn't want to be bothered by movers. Used price tag was $450.
She may not have made money on the buy, but she won't lose either.
When she wants to sell this table, we will get our money back.
Emotion gets involved in most purchase decisions. Emotion lures us to buy based on desire. Desire gets us into trouble as we rationalize our purchases after the transaction is completed.
I spent 5 weeks working for a used furniture store owner. He gave me the same advice. If you make money when you buy something, the selling takes care of itself.
From a business perspective, I bought a restaurant and sold it seven years later for less than I paid for it.
On day one, it had no customers.
It didn't have trained employees.
It had no extra cash in the bank.
Customers and trained employees are called goodwill. And as a new business goes, goodwill is negative.
After seven years of ownership, I sold the business for $200,000 less than I paid for it. I didn't make money on the buy. I paid retail price for that business.
In other words, I bought high.
If you want to make money on the buy when buying a business, be patient for the deals. They are out there. If you can buy the business for less than the depreciated assets, you might be getting a good deal.
When buying a car, the purchaser looks up the Blue Book value, reviews comparable cars, gets a mechanic to look at it and then makes a purchase decision. We understand how to buy a car.
Buying a business is done the same way. Look at the value of the depreciated assets. Get an appraiser to verify the value of the assets. Look for comparable businesses that may have been sold or on the market. Talk to an accountant or business consultant about the metrics of the business and then make a purchase decision.
For the past two years, I've been knocking on doors, asking owners if their business is for sale. The owner who wasn't thinking about selling will get seller fever. They place a value so high on the business that it doesn't make financial sense to buy.
Some businesses get sold for significantly less than the assets are worth because the owner needs to protect other business interests.
The best deals on houses are the ones that have to sell fast because of divorce, death or relocation.
The businesses that have to sell fast are also the biggest opportunity.
If I was leaping from employee to entrepreneur, I would search out these fast deals, make ridiculous low offers. Low risk, low upfront capital investment, huge upside when I make the business profitable.
Making money on the buy is hard to do because it requires either a motivated seller or an aggressive buyer.
The unmotivated seller will catch seller fever and never reduce the selling price for an aggressive buyer to make money on the buy. If you determine the seller is not motivated, you must move on. Continuing down that path will be exhaustive and a complete waste of time.
I've ridden that path for the last two years in agony. Move on...
Wednesday, August 12, 2015
Tuesday, August 11, 2015
Winning and losing based on the decision to act
Working on a major project, I asked the applicants to perform a simple task.
It was a dream building exercise.
I wanted to learn more about the applicants' thought processes.
The task had a deadline of midnight on the fifth day.
A response on 00:01 would not be considered for the free program I was offering.
Almost half of the applicants didn't respond.
One quarter responded in the last three hours, displaying possible signs of procrastination.
One quarter responded in the first three hours showing initiative or lack of anything else to do.
I learned something from this exercise.
The desire to get results is negated by the inability to act.
It doesn't matter how much you want something, if you are unwilling to do the work, you will never get it.
Goals + Action = Realized Dreams
If you negate the action, you negate the dream.
Goals + Inaction = Unrealized Dreams
My parents taught me to always be willing to do the work. I can hear my dad still preaching, "I didn't raise any lazy kids in this family"...
What are you putting off tomorrow?
What are you waiting for?
More importantly what are you trying to achieve?
It doesn't matter how much money you have, the ability to envision your life five years out is possible. Have you thought about what your life will look like in five years from now?
So here's my challenge to you. Message me privately if you'd like.
"Although perfection is impossible, let's now imagine your life will be perfect in five years.
Are you willing to complete the challenge or are you going to do nothing? Your choice. You win and lose by your decisions to act.
Goals + Action = Realized Dreams
Goals + Inaction = Unrealized Dreams
To finish off my story from above, by not responding half the candidates self selected themselves out of a free program, paid for by a couple of sponsors. The program might be the launchpad the entrepreneur needed to propel their business toward their dreams.
But we'll never know because of their choice to not act.
It was a dream building exercise.
I wanted to learn more about the applicants' thought processes.
The task had a deadline of midnight on the fifth day.
A response on 00:01 would not be considered for the free program I was offering.
Almost half of the applicants didn't respond.
One quarter responded in the last three hours, displaying possible signs of procrastination.
One quarter responded in the first three hours showing initiative or lack of anything else to do.
I learned something from this exercise.
The desire to get results is negated by the inability to act.
It doesn't matter how much you want something, if you are unwilling to do the work, you will never get it.
Goals + Action = Realized Dreams
If you negate the action, you negate the dream.
Goals + Inaction = Unrealized Dreams
My parents taught me to always be willing to do the work. I can hear my dad still preaching, "I didn't raise any lazy kids in this family"...
What are you putting off tomorrow?
What are you waiting for?
More importantly what are you trying to achieve?
It doesn't matter how much money you have, the ability to envision your life five years out is possible. Have you thought about what your life will look like in five years from now?
So here's my challenge to you. Message me privately if you'd like.
"Although perfection is impossible, let's now imagine your life will be perfect in five years.
Describe your life when it will be perfect. What needs to be implemented into your life for this "dream" to be realized? How do you have to change personally to achieve perfection?"
Please don't cop out and say that your life is already perfect or it will be perfect when you win the lottery. I'm looking for honesty.
Goals + Action = Realized Dreams
Goals + Inaction = Unrealized Dreams
To finish off my story from above, by not responding half the candidates self selected themselves out of a free program, paid for by a couple of sponsors. The program might be the launchpad the entrepreneur needed to propel their business toward their dreams.
But we'll never know because of their choice to not act.
Sunday, August 9, 2015
The dating scene of business
Do you remember the dating scene?
When we were preparing for the date, we'd all cleaned up. Shower, shave, cleaning up our uglies. We put our best foot forward to impress the other person. Forget about intentions. Forget about where that date could lead. Forget about maybe meeting your future wife or husband. At that moment all we were trying to do was meeting someone new.
People don't get married based on a first date.
Transactions with a customer is exactly like a first date.
The customer is trying you out.
A test drive...
The customer is trying to decide if you're worth a second date.
The customer has not decided if this relationship is worthy of her loyalty.
She is not committed to the business yet.
She's still dating other businesses.
When a customer has decided that you are worthy of her ultimate interest in your business category, the relationship becomes bonded.
Customer loyalty is like a marriage. The customer is the wife. The business is the husband. The customer will allow for mistakes. She will forgive you for minor mishaps. She may even forgive your major mishaps depending on how committed she is to the relationship. However the minute the customer feels that her commitment to the relationship is greater than the commitment the business has to the relationship the dreaded thought of divorce enters her thought process.
Losing a dating customer is unfortunate.
We expect it.
Losing a married customer is devastating.
She takes her stuff along with some of ours too.
80% of revenues come from 20% of customers.
That's Pareto's law.
The customers who drive that much volume are married to the business.
The goal in business is to create and keep a customer. The best customers are the ones in the 20% category. As a business owner, you want to be as big of a polygamist as possible. Convince the best ones to marry you. And marry as many of them as you can.
Marrying the brand is what marketers call brand loyalty.
For the relationship to remain strong there needs to be a give and take mentality. However, just like real life, its the husband that doesn't listen enough. Forgiveness comes at a price. That price is based on the promise to change.
No change = Empty promises
Empty promises = Distrust
Distrust = Divorce
When the customer divorces the brand she takes only two things she owns in the relationship, her wallet and her influence.
And the business suffers from the divorce until it converts a new dating prospect into its next wife continuing the vicious cycle until real change is achieved.
With a background in finance and marketing, Rick Nicholson owned two highly successful restaurants before selling them to start a consulting business. His current company The Restaurant Ninjas provides tools to the foodservice industry to become more profitable. His book, "The Art of Restaurant Theft" can be downloaded for free at www.therestaurantninjas.com
You can subscribe to Rick's weekly email newsletter and his thoughts on business, life and everything in between at:
When we were preparing for the date, we'd all cleaned up. Shower, shave, cleaning up our uglies. We put our best foot forward to impress the other person. Forget about intentions. Forget about where that date could lead. Forget about maybe meeting your future wife or husband. At that moment all we were trying to do was meeting someone new.
People don't get married based on a first date.
Transactions with a customer is exactly like a first date.
The customer is trying you out.
A test drive...
The customer is trying to decide if you're worth a second date.
The customer has not decided if this relationship is worthy of her loyalty.
She is not committed to the business yet.
She's still dating other businesses.
When a customer has decided that you are worthy of her ultimate interest in your business category, the relationship becomes bonded.
Customer loyalty is like a marriage. The customer is the wife. The business is the husband. The customer will allow for mistakes. She will forgive you for minor mishaps. She may even forgive your major mishaps depending on how committed she is to the relationship. However the minute the customer feels that her commitment to the relationship is greater than the commitment the business has to the relationship the dreaded thought of divorce enters her thought process.
Losing a dating customer is unfortunate.
We expect it.
Losing a married customer is devastating.
She takes her stuff along with some of ours too.
80% of revenues come from 20% of customers.
That's Pareto's law.
The customers who drive that much volume are married to the business.
The goal in business is to create and keep a customer. The best customers are the ones in the 20% category. As a business owner, you want to be as big of a polygamist as possible. Convince the best ones to marry you. And marry as many of them as you can.
Marrying the brand is what marketers call brand loyalty.
For the relationship to remain strong there needs to be a give and take mentality. However, just like real life, its the husband that doesn't listen enough. Forgiveness comes at a price. That price is based on the promise to change.
No change = Empty promises
Empty promises = Distrust
Distrust = Divorce
When the customer divorces the brand she takes only two things she owns in the relationship, her wallet and her influence.
And the business suffers from the divorce until it converts a new dating prospect into its next wife continuing the vicious cycle until real change is achieved.
With a background in finance and marketing, Rick Nicholson owned two highly successful restaurants before selling them to start a consulting business. His current company The Restaurant Ninjas provides tools to the foodservice industry to become more profitable. His book, "The Art of Restaurant Theft" can be downloaded for free at www.therestaurantninjas.com
You can subscribe to Rick's weekly email newsletter and his thoughts on business, life and everything in between at:
Friday, August 7, 2015
It was 1995 all over again
Power and the money, money and the power
Minute after minute, hour after hour
I stepped into a worm hole, as the trekkies would say.
Imagine going back in time to 1995. Coolio's "Gangsta's Paradise" was blaring on the radio. The show about nothing ruled the small screen. Computer animated toys dominated the big one.
Toy Story is based on toy's having feelings. What if a restaurant had feelings? More importantly what would a restaurant say if it could talk?
I went to KFC this weekend. The tiled floors, wall paper, seats and countertops hadn't been renovated since 1995. On one wall, the owner proudly displayed pictures of the business after each renovation. The first picture was the original building in 1965. The second was the restaurant in 1985. I was standing in a restaurant last renovated in 1995.
Most franchised restaurants require its franchisees to renovate the space every 10 years as part of the franchise agreement. Having owned and worked in a franchise environment, there are times when it seemed the 10 year "refresh" was a waste of money. Seeing this restaurant was a reminder why that refresh is so important. Nostalgia can be a great thing when we're reminiscing, or looking at old pictures or movies. Nostalgia can also be a wonderful marketing tool for the business trying to promote an earlier, simpler time. 60's Diners, drive-in theatres come to mind.
This restaurant wasn't nostalgic. I couldn't see the cleanliness past its old and tired legs. It was like an old grandma. Although sweet, and cheerful, the sex appeal had withered away with age.
Cursed by knowledge, I look at the lack of a renovation as a reason for the owner to make more money. Not investing in a renovation that I know exists screams out the owner doesn't care about his customers. His passion is gone. His pursuit of growth is fanned out. His success is shrinking. He may own the building without debt. He might not go to the restaurant everyday anymore.
He's apathetic. More importantly complacent. His customers are rewarding him and the franchisor for their lack of motivation. The value of the business is sliding.
Sliding only happens one way. 1995 was a good year. It belongs in our memories, not in the present KFC...
Everybody's running, but half of them ain't looking
What's going on in the kitchen, but I don't know what's cookin'
They say I gotta learn, but nobody's here to teach me
If they can't understand it, how can they reach me
I guess they can't, I guess they won't
I guess they front, that's why I know my life is out of luck, fool
Lyrics are from Coolio's "Gangsta's Paradise". The fight for survival, learning, and change is eerily similar to what a restaurant goes through in the battlefield of consumer demand. 20 years later, this restaurant is talking to us through a song from the same year of its last rebirth.
Minute after minute, hour after hour
I stepped into a worm hole, as the trekkies would say.
Imagine going back in time to 1995. Coolio's "Gangsta's Paradise" was blaring on the radio. The show about nothing ruled the small screen. Computer animated toys dominated the big one.
Toy Story is based on toy's having feelings. What if a restaurant had feelings? More importantly what would a restaurant say if it could talk?
I went to KFC this weekend. The tiled floors, wall paper, seats and countertops hadn't been renovated since 1995. On one wall, the owner proudly displayed pictures of the business after each renovation. The first picture was the original building in 1965. The second was the restaurant in 1985. I was standing in a restaurant last renovated in 1995.
Most franchised restaurants require its franchisees to renovate the space every 10 years as part of the franchise agreement. Having owned and worked in a franchise environment, there are times when it seemed the 10 year "refresh" was a waste of money. Seeing this restaurant was a reminder why that refresh is so important. Nostalgia can be a great thing when we're reminiscing, or looking at old pictures or movies. Nostalgia can also be a wonderful marketing tool for the business trying to promote an earlier, simpler time. 60's Diners, drive-in theatres come to mind.
This restaurant wasn't nostalgic. I couldn't see the cleanliness past its old and tired legs. It was like an old grandma. Although sweet, and cheerful, the sex appeal had withered away with age.
Cursed by knowledge, I look at the lack of a renovation as a reason for the owner to make more money. Not investing in a renovation that I know exists screams out the owner doesn't care about his customers. His passion is gone. His pursuit of growth is fanned out. His success is shrinking. He may own the building without debt. He might not go to the restaurant everyday anymore.
He's apathetic. More importantly complacent. His customers are rewarding him and the franchisor for their lack of motivation. The value of the business is sliding.
Sliding only happens one way. 1995 was a good year. It belongs in our memories, not in the present KFC...
Everybody's running, but half of them ain't looking
What's going on in the kitchen, but I don't know what's cookin'
They say I gotta learn, but nobody's here to teach me
If they can't understand it, how can they reach me
I guess they can't, I guess they won't
I guess they front, that's why I know my life is out of luck, fool
Lyrics are from Coolio's "Gangsta's Paradise". The fight for survival, learning, and change is eerily similar to what a restaurant goes through in the battlefield of consumer demand. 20 years later, this restaurant is talking to us through a song from the same year of its last rebirth.
Thursday, August 6, 2015
Reactivity versus Proactivity
Ball one. Inside.
Ball two. Too deep
Ball three.
Thwack! The ball zoomed by my head. This wasn't the first time this guy had done it this evening The hardest hitter in the city and he fired a loaded gun at my head as he hit the softball with the force of a dragon that lost her baby to a softball pitcher.
Why is it called a softball?
There's nothing soft about it when it hits me.
What did I ever do to him?
I thought we were friends.
He's a competitor playing a sport that I treat like a game.
I had a choice. The first words out of my mouth were emotional. The prefrontal cortex wanted to fight. It was my first reaction...instinct. I was being reactive when forced into a dangerous situation.
After I calmed down and realized what had happened, the problem worked its way to the neo cortex of the brain. This area is responsible for problem solving. With that I looked for the solution to stop the monster from pointing his gun at me anymore.
Dr. Stephen Covey refers to this second level as proactive.
In the reactive state, things happen to us. People make us feel bad. We are not responsible. It's someone else's fault. Our choice is simple: Fight or flee.
The proactive state, we have a choices. We find a solution without getting emotional. Things just happen. They don't happen to us. We are responsible for the choices we make. We can adjust our thoughts or actions to remedy the problem.
When the ball zoomed by my head, I stared my friend down. This was the third time he had done it that night.
"What the hell?", I screamed.
"I don't want to walk", he responded nonchalantly, as if it were no big deal.
"I like you but you're being an idiot".
As the problem left the prefrontal cortex and entered the proactive area of my neo cortex, the solution became quite simple.
My choice: continue to let him fire away at me with reckless abandon or walk him on purpose. Give him the thing he doesn't want the most.
For the rest of the evening, the monster was given a free pass. He was no longer given the right to hit the ball. The game isn't about winning or losing. I play the game to have fun. There's nothing fun about going to Emergency for a softball contusion. Because of his actions, he took away my fun.
He never demonstrated he was going to change, so I took away his. And in the process, I got mine back. Walking him four times almost guaranteed the loss.
Losing was a lot of fun when we lose this way.
Next game we play, I am going to ask him if he's going to play nice. If not, he can walk all night again. His choice will dictate my next move.
It's wonderful having choices while taking responsibility for my actions. The weight of another person's actions can weigh heavy causing frustration, distrust and anger.
Ball two. Too deep
Ball three.
Thwack! The ball zoomed by my head. This wasn't the first time this guy had done it this evening The hardest hitter in the city and he fired a loaded gun at my head as he hit the softball with the force of a dragon that lost her baby to a softball pitcher.
Why is it called a softball?
There's nothing soft about it when it hits me.
What did I ever do to him?
I thought we were friends.
He's a competitor playing a sport that I treat like a game.
I had a choice. The first words out of my mouth were emotional. The prefrontal cortex wanted to fight. It was my first reaction...instinct. I was being reactive when forced into a dangerous situation.
After I calmed down and realized what had happened, the problem worked its way to the neo cortex of the brain. This area is responsible for problem solving. With that I looked for the solution to stop the monster from pointing his gun at me anymore.
Dr. Stephen Covey refers to this second level as proactive.
In the reactive state, things happen to us. People make us feel bad. We are not responsible. It's someone else's fault. Our choice is simple: Fight or flee.
The proactive state, we have a choices. We find a solution without getting emotional. Things just happen. They don't happen to us. We are responsible for the choices we make. We can adjust our thoughts or actions to remedy the problem.
When the ball zoomed by my head, I stared my friend down. This was the third time he had done it that night.
"What the hell?", I screamed.
"I don't want to walk", he responded nonchalantly, as if it were no big deal.
"I like you but you're being an idiot".
As the problem left the prefrontal cortex and entered the proactive area of my neo cortex, the solution became quite simple.
My choice: continue to let him fire away at me with reckless abandon or walk him on purpose. Give him the thing he doesn't want the most.
For the rest of the evening, the monster was given a free pass. He was no longer given the right to hit the ball. The game isn't about winning or losing. I play the game to have fun. There's nothing fun about going to Emergency for a softball contusion. Because of his actions, he took away my fun.
He never demonstrated he was going to change, so I took away his. And in the process, I got mine back. Walking him four times almost guaranteed the loss.
Losing was a lot of fun when we lose this way.
Next game we play, I am going to ask him if he's going to play nice. If not, he can walk all night again. His choice will dictate my next move.
It's wonderful having choices while taking responsibility for my actions. The weight of another person's actions can weigh heavy causing frustration, distrust and anger.
Friday, July 31, 2015
Stranger Danger
Mom told me to never talk to strangers. Her message penetrated my thinking to a nuclear core. To this day, I don't like talking to strangers.
I'm introverted to begin with. Talking to someone I don't know is stressful, uncomfortable and a awkward. I do it, but I'd like to have a recording of some of these conversations. I probably sound like a pimple faced 12 year old fumbling for words between the "umm's and aah's".
I went out of my way to speak to two strangers today. Doing what makes us uncomfortable is like water on a plant. It helps us grow.
The first stranger was hanging out at the hospital with a placard protesting the killing of babies as a means of birth control. Thinking this guy probably has a story, I started a conversation with him to find out why he was wasting a beautiful summer day protesting abortion. He glared at me as if I were bothering him in his defiant protest of a woman's right. He stared at someone over my left shoulder and explained that his personal relationship with Christ was his motivation. He offered me twice a DVD as he pursued his goal of spreading the Word in apostle-tic fashion.
Seeing countless people protesting abortion over the years, I often wondered what sparked these demonstrations. I don't think they work. But this stranger is working off purpose and I admire him for that. Raising two adopted children, I'm not pro abortion either. My babies were one decision away from being in a trashcan and that thought haunts me at times. I'm not willing to stand on a pedestal screaming out my opinions on the matter, despite this blog. I applaud this seemingly crazy man for his right to express his speech freedom.
The second stranger was my barista at Starbucks. She painted my Frappacino like Davinci. Her intensity although focused was due to lack of experience. Her magical smile beamed when I complimented her on an otherwise faceless drink. To which she confirmed what I already knew: she was new at Starbucks.
Two strangers in the light. Neither causing anyone harm. Both working for different purposes. Both strangers likely never to cross my path again. Today, I talked to both of them, learning a bit about them. Slowing my day, smelling the roses that others leave in their path I found a touch of joy.
The stranger danger message is hard to erase from my organic harddrive. There is little to no danger in communicating with complete strangers. I'm no longer a kid. No one is going to lure me into a white cargo van with candy.
Where there was fear, today I find a hint of joy. How strange is that?
Where there was fear, today I find a hint of joy. How strange is that?
Wednesday, July 29, 2015
Restaurant Days
Sometimes I think I never want to own another restaurant. I am good at it. I know how to make money at it. I like the work. It's the ever revolving door of staff that disturbs me.
But I'm looking at them again.
As I processed these thoughts, I ate at my favourite sandwich shop for lunch. The place was packed. Customers were waiting up to fifteen minutes for their sandwiches. The manager was visibly upset. The kids working behind the counter were hopelessly running around trying to figure out what they had to do next. An employee was called in and started helping right away moving the line a bit quicker.
The whole display was quite tiring. The manager used to work with me. He is known to lose his cool. I wonder how long he can handle the stress. He might be a grenade with the pin already pulled.
I wasn't sympathetic, sad, happy, scared, anxious nor stressed as I watched the restaurant theatre.
There was a time when I would've wanted to help these poor comrades get through their rush. There was a time when I could actually sense their pain.
Today, the only feeling I had was fatigue. I was losing my energy the longer I watched the slamming of doors, the constant running, and hurried conversations.
I can find the energy to get into that grind again. But today I felt a bit lazy not caring about the issues on the other side of the counter.
I recently volunteered to work at a benefit Pancake breakfast. No one ran like crazy chickens. The customers were well served. And I had a blast. So I know I can still enjoy the business. But no one was paid. We had all kinds of volunteers and there wasn't a balancing act between labour, food cost and sales.
Having worked in restaurants for the past 10 years, some people look to me as a restaurant guy.
I have a lot of respect for those who want to run a restaurant. But I don't envy them.
Having worked on farms, in fish factories, in offices, and in a cubicle, the hardest job I ever had was in a restaurant.
And it looks like I'm going to get back at it. Lord help me. I may be losing my mind.
But I'm looking at them again.
As I processed these thoughts, I ate at my favourite sandwich shop for lunch. The place was packed. Customers were waiting up to fifteen minutes for their sandwiches. The manager was visibly upset. The kids working behind the counter were hopelessly running around trying to figure out what they had to do next. An employee was called in and started helping right away moving the line a bit quicker.
The whole display was quite tiring. The manager used to work with me. He is known to lose his cool. I wonder how long he can handle the stress. He might be a grenade with the pin already pulled.
I wasn't sympathetic, sad, happy, scared, anxious nor stressed as I watched the restaurant theatre.
There was a time when I would've wanted to help these poor comrades get through their rush. There was a time when I could actually sense their pain.
Today, the only feeling I had was fatigue. I was losing my energy the longer I watched the slamming of doors, the constant running, and hurried conversations.
I can find the energy to get into that grind again. But today I felt a bit lazy not caring about the issues on the other side of the counter.
I recently volunteered to work at a benefit Pancake breakfast. No one ran like crazy chickens. The customers were well served. And I had a blast. So I know I can still enjoy the business. But no one was paid. We had all kinds of volunteers and there wasn't a balancing act between labour, food cost and sales.
Having worked in restaurants for the past 10 years, some people look to me as a restaurant guy.
I have a lot of respect for those who want to run a restaurant. But I don't envy them.
Having worked on farms, in fish factories, in offices, and in a cubicle, the hardest job I ever had was in a restaurant.
And it looks like I'm going to get back at it. Lord help me. I may be losing my mind.
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