Chris, why don’t you start out and talk about your life story in terms of growing up here in Jackson and where you got the idea that you wanted to help preserve the buffalo.
I grew up at the base of that mountain, right out there, Munger Mountain.
What’s the name of the mountain?
Munger Mountain. Pretty interesting that I can see it from my store. When I was kid ─ my grandfather moved here in 1954 and he bought 77 acres on the Snake River. He had, for all intents and purposes, a hobby ranch. He had geese, cows, pigs and chickens. When I was very young, my first and earliest memories were of spending time there ─ they lived 400 yards down the road from us on this property. Some of my earliest memories were going with my grandfather to the feed store to buy baby chickens and going out with him to cut hay. Just being around this very early ─ very early memories of being around that and being around him, and how much he enjoyed that work. Just being able to grow up in a place like this and a situation like that is, I think, super unique and, I’m very grateful for that.
Then, my grandfather on my mother’s side is from southeastern Idaho, which is where the ranch is now located. He raised turkeys so, he was raising livestock ─ he started in New York and then, ended up moving out to Idaho with my grandmother. From both sides, both of my grandfathers have this direct tie to agriculture, in different ways, that has always been inside me and been a part of me.
When I was 13 or 14 years old, I got involved in the restaurant business, so I spent a lot of time in the restaurant business, in a lot of different places around the country. I think, I’ve worked in over 30 restaurants at this point.
You started at 13. You weren’t 13 when you started traveling around the country so, you worked locally.
Locally. I worked a couple of different places here and, when I was in high school, my dad went back to college so, we moved to eastern Washington for the four years I was in high school. So I worked in school ─ I worked almost fulltime in the restaurant world.
I ended up back in Jackson in 2004 and I started working at an organic farm over in Idaho just on the other side of Teton Pass ─ just cutting salads, harvesting garlic and just doing random work.
You were commuting? You were living here?
Yeah. I was living here and going over there a couple days a week ─ working in restaurants. That was the first time I had ever gotten my hands dirty and gotten into the production/farming side of things. The first day I did it, I was like, this is what I want to do. I want to be involved with food production, directly with the soil, directly with animals. I wasn’t working with animals much at that point ─ it was mostly on the vegetable side of things.
In 2008, I opened a restaurant here in town. It was the first farm-to-table restaurant in Wyoming, about 3 miles south of here. It was called Southside Pizza and Pub. We did everything from scratch. My dad came in, every morning, and made the pizza dough and made the burger buns, cut the French fries. It started out very well but, unfortunately, I was in business with someone who was, in hindsight, was the worst possible person I could have gone into business with. She was skimming money off the top. It went south very quickly and, I ended up having to walk away from that.
But, in walking away from that, I realized I was ready to make a change, get out of Jackson for a while ─ because, I had been in and out of Jackson up until that point in time. I was looking into going to culinary school in Manhattan, in New York City. In my conversations with that school, they found out about my interest in farming and agriculture and, they turned me onto a place called The Stone Barns Center for Food and Agriculture, which is in Westchester County, about 25 miles north of Manhattan.
One of their former students had started a restaurant there on the Rockefeller family’s former dairy inside of what was, originally, the Rockefeller family estate, which is about 3,000 acres. In 2004, they had turned it into a working farm and educational center and, a world-class restaurant ─ a top-10-in-the-world restaurant that, specifically, did farm-to-table work.
I’ll give you the long story ─ I applied for an apprenticeship there, filled out all my paperwork, sent it all in and then, I got a chance to go down to the Grand Canyon for a month on a whitewater rafting trip. I took that opportunity. The deadline for applications was after I was to return from my trip. I sent in my resume and my letters of recommendation and, I hadn’t heard anything back. I jumped on the raft a floated away. Obviously, I was out of communication for 28 days. Three days after I left, I got an email back from Stone Barns saying how strong my resume was and how they’d love to have me come out for a work trial date ─ I had never been to New York, at that point.
Because I was unavailable and I was unable to respond, they made their decision on that apprenticeship before I returned from my raft trip, which was well before their stated deadline. When I got back from my trip, one of the first emails I got was, this is great, come out and see us ─ then, the next email was, sorry we can’t get in touch with you ─ we’re going to make a choice in advance. Better luck next time ─ call us next year.
I was extremely angry about that. I felt like I was slighted in a way. I jumped in the car and drove out there, I showed up at the farm and I said, I’m here for a workday. I’m going to show you what you’re missing. I worked with them for 13 hours that day and, I could tell that, Craig, who, eventually, became my boss, was having some regrets about making his decisions faster than he, probably, would have wished, after he got to know me and got to see my work ethic and what I could bring to the table.
He didn’t have any options because, he had already made his decision and, there wasn’t much to be done at that point. I just decided, you know what, I’m going to move here. I moved to New York with 800 bucks in my pocket. I found a job for $10 an hour in a phenomenal Italian restaurant, downtown in Chinatown. I lived in Chinatown in a 200-square-foot room with no windows. I commuted every day I had a day off, to the Farm to volunteer. I was sleeping in pig huts to be able to be there on time. I was spending everything I had to get up there ─ all my free time to get there just to gain as much experience as I could.
By the end of that summer, I was offered a position, which evolved into a fulltime position and me being there for 6 years. And, by the end of my time there, I was running the livestock department for them. We raised every kind of livestock you can imagine. Chickens, ducks, turkeys, geese, sheep, pigs, goats, cows ─ all on the former Rockefeller estate, right there in Westchester County. We would take those animals and, either, slaughter/process them or have them slaughtered and brought back to us and then, we would sell them directly to the restaurant that was on-sight.
It was an incredible experience. I had never been to New York. It just blew my mind what was there, what was available. The experience I had working on that farm was being able to raise so many different kinds of livestock in such an intensive setting, with support from a mentor who was there to help me learn. It really opened my eyes to the possibilities of raising livestock as a living ─ both the positive and the negative. I really love to work, I’m very good at it. But, I also saw, very clearly, that making a living as a livestock producer on a small scale like that is extremely difficult.
The organization I worked for was a nonprofit. It didn’t pay well. I was working 70-hour weeks and there was no room for advancement for me, past the point where I was at. I knew that I wasn’t going to stay in New York forever. I knew it was time to start making alternative plans about where I was going to go after that position. I had a feeling I was going to end up back in Jackson. I always knew that all roads lead back to Jackson.
I started thinking about what I wanted to do in the long term. After having raised all those different kinds of livestock, each one had its own pros and cons, some I enjoyed more than others but, what I really wanted to do was raise bison.
Where did that germ of an idea of bison come from? Because of your connection to Jackson?
Because of being here ─ because they’re such a unique animal, because they’re unlike any other kinds of livestock. They’re, really, not livestock ─ they’re just wild animals that let us confine them. There is just a spirit and a power to them that doesn’t exist in any other, kind of, livestock ─ cows and bison are similar in some ways but, they’re completely different in other ways.
I knew that that was what I wanted to do, was to find out a way where I could raise bison and make a living at it. I didn’t have any money, I didn’t have any land, and I didn’t have any bison. I started thinking ─ what would be a good way to get into this industry in a profitable manner, in a pre-existing business that’s well-established. I knew about this company ─ The Jackson Hole Buffalo Meat Company because, I had had some interactions with them in the past ─ buying product from them ─ and, I had a very good friend who had worked here for about 10 years. I reached out to her and asked if she thought they would ever be open to selling this business. She reached out to them and they said, we’ve had some people look around and poke and prod at it ─ we’re always open to it, depending on what could happen.
That took about two years. I started that process before I left New York. I had to raise some funds, I had to find a cosigner for my loan. There was a lot of negotiations, a lot of learning about this business, understanding what went into it. In 2017 ─ March 1st of 2017, I was lucky enough to be able to buy this business and get into the industry in a super unique way because, the buffalo companies never raised their own buffalo before ─ we’ve just been buying from, and supporting small farmers and ranchers all across the western United States.
We’re at this nexus point between the producers and the public and, we are in a unique position to be able to get that product to market in a way that someone who is raising bison in South Dakota or North Dakota or Colorado doesn’t have access to the nationwide market that we have access to through our marketing efforts and our reputation and history.
We’re in an interesting position where we can take the raw materials and the products from the small producers, value-add to them ourselves, make all of our product in-house, like we’ve been doing for the past 50 ─ 75 years. Then, selling those products directly to the consumer, at their doorstep, all across the United States.
We provide an outlet and economic incentive for the producers to be able to get their products directly to the consumer. We’re in this middleman situation where, we’re opening up markets and giving access to markets to producers that they would never have on their own.
I realized that when I went to my first National Bison Association conference ─ I was sitting at a table with a bunch of guys from South Dakota ─ we were drinking Coors Lite and talking about the business. I had an epiphany ─ I was sitting there and thinking I’m selling every one of these producers’ products because, they all sell their animals to the slaughter houses that I buy the raw materials from and I send it, directly, to the consumer. That money that comes from the consumers’ pocket goes back to us, then goes back to the slaughterhouse and goes directly to the producer. We shorten the chain between the end consumer and the producer and, we put money in everybody’s pocket.
That’s very different from, say, the cattle industry, which has a stranglehold on the processing and production side by three or four of the world’s largest multi-national corporations that are squeezing all of the profits out of the producers and the processors. It’s very economically unequal in the beef industry, where in the bison industry, it’s a much more equitable system. The money flows much more regularly, it’s a much smaller industry, so it allows the producers, the processors, the marketers all to get a bigger slice of the pie than they would in the beef industry, itself.
But, the reason I did all of this is because, I wanted to raise my own bison. I didn’t know when I was going to be able to do that. Learning how to run a small business ─ I had never run a business like this, before. This has, definitely, been a trial by fire. There’s still challenges every day in keeping this business profitable, keeping it growing, keeping it running well and smoothly, making sure my staff is taken care of, making sure our customers are well taken care of.
In 2020 ─ when I first moved back to Jackson, I immediately started looking at properties wherever I could find them. Basically, wishful thinking. I was not in a position to buy anything. I was just trying to manifest, out of the universe, an opportunity to get access to some land and raise some animals.
I looked at a couple of other properties ─ nothing really panned out ─ but, I developed some contact with real estate agents in the rural areas around Jackson Hole ─ I’ll never be able to afford land in Jackson Hole, at this point ─ it’s just so far out of whack that that’s not possible. There are still some opportunities around the area surrounding Jackson.
One of the real estate agents that I had interacted with ─ an older gentleman ─ he’s been in the business for 50-plus years in the area ─ he called me in the first part of 2020 ─ January of 2020 ─ and told me there was a piece of land ─ a parcel that was going to be for sale and, he thought it would be perfect for what I wanted to do. He said, here’s the address, why don’t you go and take a look at it.
I drove over Teton Pass ─ as the crow flies, it’s about 35 miles from here ─ driving, it’s about 55 minutes. I drove out there and the minute I saw it I was, like wow, this is exactly what I need. It’s been in a conservation easement for 50 years. There’s been no haying, no grazing, no fertilization, no nothing ─ it’s just reverted to a natural grassland. It’s a square mile ─ one mile on every side. It’s right on Highway 32, which is the main thoroughfare between Jackson Hole and West Yellowstone ─ the west entrance to Yellowstone National Park. It has an incredible Teton view. I knew, immediately, that this was the piece that I was looking for.
I still wasn’t in a position, necessarily, to be able to afford it but, the woman who owned it, her family has been in the area for 130 years. She’s quite well off, she’s a very nice lady ─ she was willing to work with me. She was willing to owner finance it. There was still some things I needed to figure out as far as how I could afford it and how I could manage that and run it and, literally, build a ranch from nothing ─ from the ground up while still running this business and making sure that the business that pays my bills and pays my salary stays profitable and stays well-run.
I called a friend of mine ─ we grew up together ─ he’s acted as my real estate agent in some of these potential deals before, over in Idaho. We were looking at it, trying to figure out, how can we do this, what the financing terms looked like. How do I buy this square mile of land when I’ve never bought any real estate before.
He said, I know somebody that I think you should talk to. He said, he’s bought a couple of properties from me, his name is Paul, he’s from South Carolina, and I think you two would really hit it off. You seem to have the entrepreneurial spirit, you both think outside the box, you’re both go-getters. Paul and I met out at the ranch, sat on the back of the truck and drank a six-pack of beer and I told him my vision.
I said, here’s what I want to do. I want to create a bison ranch, literally, from nothing. It’s a bare patch of land ─ but, create something from scratch. He was all in. So we partnered on that. He bought into the Bison Meat Company, to a certain extent, so we’re partners on both sides. In December of 2020, we were able to close on that property and purchase it, which was amazing. Suddenly, we have a square mile of land. Okay, now, we’ve got to build a ranch from the ground up. Clearly, as everybody knows, that’s when the Pandemic hit. The best part about all this is that we were able to purchase the property before the incredible amount of property values were shooting through the roof in this area, specifically, during the COVID pandemic. It’s just been astounding what’s happened to this Jackson Hole, greater Yellowstone area. We were very lucky that we got in before all of that happened ─ literally a month before everything went wild.
We bought the property and then, I built out the plan ─ here’s how we’re going to build this ranch. We needed to build fencing, we needed to drill a well, we needed to find animals, we needed to figure out how to transport them back and forth. We needed to figure out how do I sell them. How do I sell those animals for the highest possible margin in order to cashflow the ranch while not taking away from what we’re doing here at the Jackson Hole Buffalo Meat Company?
It took us two years to get a well drilled, it took two years for us to get our fence built, it took two years to get materials. Everything was behind, everything was delayed. All if it came together from the construction side last August. We were able to, finally, get the fence up and running. We built four linear miles of 5-strand, high-tensile electric fencing that surrounds the entire property.
This spring, the day before our bison arrived, we were able to get the well drilled so, the well shaft has been sunk. We don’t have a pump up and running, yet. That’s the first thing for next spring. I found a gentleman out of Nebraska who is willing to sell me 10 yearling bulls, which means they’re 2-years-oldish bulls that weigh between 650 – 700 pounds. He was willing to drive them out from Nebraska to deliver them to us. They arrived on May 18 of this year. Now, I have a relatively small herd of animals on this square mile of property and, there’s a test case for proving the economic viability of running this ranch.
Keep in mind, I have this business to pay for ─ the payments to make on this and keep this running. Now, I have a mortgage payment on, literally, a bare piece of dirt that I need the cashflow and figure out, how do I monetize this property in a way that I’m not just taking everything I make, every day, and turning it around and dumping it right into this property.
The goal is to run this test herd, this year, figure out the management of these animals ─ how do I work with them, how do I get them in and out of their holding pen, how do I get them back on a truck to take them to the slaughterhouse. All that has been what we’ve been doing this summer ─ just learning how to work with these animals ─ they’re very very different from other livestock. They’re, literally, just wild animals that allow us to contain them as long as they’re willing to put up with it.
Now, we’re in a position, within the next couple of weeks ─ before the end of this month, I’m going to load them back onto a truck, take them to a slaughter house in Idaho Falls, have them processed there ─ we’ll get the raw materials back just like we do when we buy from other slaughter houses and then, we’ll take those raw materials and we’ll cut steaks, we’ll grind burger, we’ll make jerky, we’ll make sausages, all these different things. Then, we’ll market that through the Jackson Hole Buffalo Meat Company as our first locally raised, by me, product in the 76-year history of this business. So then, I can sell those products to our customer bases all around the United States. We’re using it for marketing purposes, we’re using it to legitimize this business. We’ve always done really well as a middleman but, I want to be more than just a middleman. I want to be vertically integrated from the ground up and go directly from the soil to the consumer.
This year has been the first year that we’ve had animals on the ground. So far, knock on wood, it’s gone quite well. So I’m hoping to put on anywhere from 150 to 250 pounds of weight on each one of those animals to get them to the market weight that we need, have them processed and then we’ll get those products back and we’ll see, how well did they do, how well did they perform. They have the greatest life you could imagine for a bison, at this point. There’s only 10 of them on 640 acres so they have all the food that they can eat, all the room that they need to roam. They’re living as close to a natural, ancient bison lifestyle as you can imagine. It’s pretty incredible to see.
The day that we let them off the trailer, it was like something clicked. It was like a missing piece ─ the ecosystem here was back. When I go out there and drive my truck out there and, I sit in the middle of the herd and I see the Tetons in the background, there’s something really profound about that ─ it’s incredible, it’s hard to explain when you see them where they’re supposed to be. It really inspires me to continue to push with this. So, if these 10 work and we can monetize these 10 and make that a profitable enterprise then, next year we’ll get 20 or 30.
Over the next couple of years, we’ll find what our carrying capacity is on that property . The goal is to not overgraze. The goal is to improve the state of the grassland. Because, even though there’s a lot of grass out there, it’s really tall, it’s pretty impressive to look at, the plant communities on the ranch have gone without the necessary animal interaction for hundreds of years, at this point, because we wiped out the bison. To put these animals back on the property, have them grazing, the hoof impact and the fertilization impact ─ just all these grasslands in North America evolved with this keystone species to get to the state of symbiotic balance that we don’t have anymore.
Part of this whole project is seeing how the grasslands are going to respond to having animals interacting with them for the first time since we wiped out the bison herds across the western United States. Already, we’ve seen different plant communities starting to pop up. More birds are starting to show up. The dung beetles are starting to show up. There’s fox out there, now ─ the things that we haven’t seen in the last couple of years are starting to come back because, we’re allowing the ecosystem to return to its natural balance state between grasslands and animals and the interaction between those two things. Hopefully, over the next 3, 5, 10, 25, 50 years we’ll be able to see this parcel of land return to a state that you can’t find anywhere else but, in a few specific areas and that are protected across North America.
But, the critical point of all this is that it has to, financially make sense. That’s the challenge for me is, how do I keep this business running, keep it profitable, manage this ranch, build it from the ground up, cashflow it and ideally make it profitable so that the mortgage gets paid on the ranch by the actions on the ranch and, it doesn’t take away anything from the Buffalo Meat Company. That the Buffalo Meat Company and the ranch get to symbiotically work together to create something greater than whole sum of the parts. That’s where we’re at, now.
My biggest challenge in the immediately future is getting 10 bison back on a trailer and getting them transported 50 miles away to Idaho Falls to the processing facility. That keeps me up at night. You’ll see, they’re massive animals and you can’t make them do anything. I can only incentivize them to, hopefully, do what I would like them to do. We’ll see how it turns out.
When I was here, before, when we talked about your dream that has come to fruition, you had talked about the way to preserve bison as part of the ecosystem ─ is to make it a commercially valuable product so that people buy it so that the herds can be repopulated. Tell me about that. That was something that really hit me when we first talked about this.
When I was working at Stone Barns [Center for Food and Agriculture], which is a nonprofit entity, which was funded by a $100 million endowment by David Rockefeller, business was never pushed. Business was never talked about because, we didn’t operate within the real world. We didn’t operate in a sense of ─ I have to produce this much meat to sell for this dollar amount to make sure I cover all my expenses with a little bit left over as profit. That was a real challenge for me because, I knew and I know that you can’t operate at a deficit in the real world. It doesn’t work that way. I don’t have a $100 million endowment. Everything I do has to generate income and profit to make it work. That’s the way of the world.
I knew that, to do this, everything had to make financial sense. But, if you can do that and, if you can make everything make financial sense, that incentivizes the bison producers that already exist and, the people who want to become bison producers ─ if they know they can make money doing this, if they know there’s a strong market with a direct tie to the consumer who is willing to pay a premium for this incredible product, then that incentives people to raise more bison. It’s a hard thing for people to wrap their brains around but, the more bison we eat, the more bison there will be because, that economically incentivizes the producers and the ranchers to raise more bison. By taking the money out of the consumers’ pocket, trading them for this incredible product and taking that money and putting it back into the processors and the producers, that starts a symbiotic cycle that everyone benefits from.
At one point, there were an estimated 60 million bison in North America. Well, there’s 90 million cows, now, and about 525,000 bison. At one point there were less than 1,000 bison left in North America. They were, literally, no the verge of being eradicated completely. Through conservation efforts and, also, building a viable market for this meat product, we’ve been able to get back up to 525,000 bison in North America, of which 500,000 (plus) are all on ranches and farms. Only 25,000 wild bison live in North America at this point, most of which are in Yellowstone National Park.
The only way to continue to grow the number of bison on this continent is to economically incentivize people to raise them. The only way to do that is to create a market for the product that comes from those animals. For me, it makes me really proud to know that I’m helping money circulate in this industry that is made up of really incredible people who are all more than willing to help each other out and, who truly, are all doing it, not for the money, but for the bison. No one gets into the bison business to get rich. People do well in the bison business but, people get into the bison business because they love the animals and they want to see them return to their natural state and, their prominence as the keystone species of North America. It makes me happy to be a part of that system and, it keeps me motivated to continue to keep moving forward and grow what we’re doing every day because, every day there are more bison being born and the population of buffalo in North America is growing. That’s a return from an almost complete eradication and extinction of the animal.
You started this dream a long time ago. Even though it still has challenges, you must have some internal great sense of satisfaction to have taken this long journey and to be where you are today, with a herd on land, that you own. How does that make you feel?
I have moments of profound ─ I don’t even know what the word is ─ joy and fulfillment that pop up in long periods of worry and stress and trying to figure out ─ I don’t own anything outright. Everything still has to be paid for. Every month the check has to get mailed. We paid for the animals, we paid for the fencing, we paid for the well, we’re paying for the property. There’s a lot at stake here. Part of me knows that I work best when there’s a lot at stake and, when the heat is on, that’s when I arise to the occasion. I don’t know if that is, necessarily, the healthiest way for me to be able to exist but, that’s just how it is. But, when I go out there and sit in the back of my truck in the middle of a herd of bison, 35 miles from where I grew up, with an incredible Teton view, in Idaho where my other grandfather and my mother’s side of the family are from, it’s like something that’s come back together ─ it’s pretty incredible.
Yves Studer, your Senior Business Consultant, wrote me a letter about what the consulting project was about. He talked about helping you with cashflow, pricing, cost control, growth in terms of focusing on the mail order. Give me a sense of what you found most valuable about the work that you did with Yves and our company.
Just a deeper understanding of ─ I bought this business with no experience of running a business of this kind. Even when I had my restaurant, I was never fully allowed to see the inner workings of the business. I built it from the ground up, I hired everybody, I created the menu, I ran it but, I wasn’t allowed to see the numbers and the way a business, actually, works. Somehow, I bought this business without any of that experience. I got thrown into the deep end of the pool and, I was, definitely, struggling to keep my head above water. When Yves came in, we just took apart every aspect of the business, went through it line-by-line-by-line and looked at what worked, what didn’t, what could be improved and what could be stopped. Just, basically, got a crash course. I feel like I got a business degree in a two-month period.
There was a lot of low-hanging fruit for us, in this business, that I wasn’t aware of. My pricing was wildly off. Little things like that that he brought to my attention and then, helped me work through…
Having an understanding of cost control…
What it cost me to keep the lights on. How to factor what I should be charging for my product based on what it cost me to keep the lights on, my staff employed, buy the raw materials, produce them and then ship them. I was looking at it from ─ we reverse-engineered this entire business to get to a point where, this is what we need to charge to generate this much profit, to make sure that we can continue to stay in business. It was a lifeline when I, really truly, needed it.
The funniest part about it was the timing because, that was in ─ the fall of 2019 is when he came to help us and, he was here for two months. The pricing was the biggest part of it. Three months later, the Pandemic hit which, was perfect timing because, in 2020, we doubled in size. The Pandemic was terrible but, it was a complete boom for us because, people were trapped at home. They couldn’t go out to eat ─ all the restaurants were closed. My purveyors ─ the people that I’m buying the raw materials from, didn’t have any restaurants to sell to so they had to cut their prices by 30 percent just to move product. We, literally, doubled in size in one year. It was a very profitable year and, it was quite shocking to see it in action. Thank God, Yves had been here because, even though, we didn’t know it was coming, we were ready for it. It was the perfect timing for us to reorganize how we do things right as the tsunami was coming down to hit the beach. We had our surfboard and we were ready to paddle out and catch that wave and, we did and, we did really well.
Now, the other side of that is that that Pandemic boom has dissipated completely. We are, right now, right back at where we were in 2019 as far as sales and revenue. Our operating costs have changed…
You have a better understanding of how to price your products and overhead so that you can be profitable even with the changing economic situation.
Ideally. There’s, definitely, a lot of challenges and we’re in the thick of that, right now. Now, it’s taking what I learned, working with Yves, my experience of getting through the Pandemic and dealing with the changing economic situation nationwide ─ inflation, cost of raw goods, shipping costs, all these things. And, using the skills that I learned working with Yves to translate into a new and different paradigm that we’re operating under and to continue to keep this business profitable and keep it moving forward.
That, also, relates to your dream of the bison because, you’ve got to keep this profitable…
This pays for that.
Exactly. But, the point is, this is the foundation for your dream, even though you want to make that profitable ─ with them both profitable, it’s a stepping stone and this is the foundation.
Absolutely. Everything I’ve ever made has gone directly into that Ranch. I’m all in. All of my chips are in the middle of the table, right now.
For a dream…
For my dream, yeah. Even if it all falls apart and I lose everything, at least, I will know that I took the chance and I had the guts to shoot for what I wanted. We’ll see how it turns out.
