Acquisitions Anonymous - #1 for business buying, selling and operating - Will we make bank with a Medical Equipment Supply Company? - Acquisitions Anonymous episode 139

Episode Date: November 8, 2022

Want to receive this listing in your inbox? Signup for our weekly newsletter:https://www.getrevue.co/profile/acquanon-----Michael Girdley (@Girdley) and Matthew Ford discuss a Medical Equipment Supply Company in NJ. Aside from checking how this business works, we will also consider looking for areas of improvement, if there are any. Matt will also review important points to keep in mind before purchasing insurance to avoid pitfalls. Mike also talks about the idea of monopsony, so let's find out if this deal is really that bad. -----Thanks to our sponsor!Live Oak Bank - Whether you’re looking to build, buy or expand your business, let the team at Live Oak Bank be your financial guide. With Live Oak, you get a partner who believes in your success and is willing to take the journey alongside you. We provide small business loans tailored to your goals.Fuel the growth of small businesses across the country; bank with Live Oak Bank.You can contact Heather Endresen, Director & Founder at [e-mail]. Mention this podcast in the subject line and ask her about office hours to get in touch.*Live Oak Bank is the #1 SBA 7(A) Lender. The data supplied by the SBA reflects 7(a) highest dollar volume during FY 2021.-----Show notes:(00:00) - Introduction(00:46) - Our sponsor is Live Oak Bank(01:53) - Deal & Financials: Medical Equipment Supply Company(04:02) - How does this deal work?(07:19) - How to stay profitable in this business?(08:23) - Is the business made to fail?(14:12) - What’s so funny about this deal?(15:43) - Is this deal really that bad?(16:27) - Did the revenue numbers and the brokers help the deal?(19:31) - Why is a background check really important before buying a business?(20:41) - The Monopsony Concept(22:10) - What is the "Spirit Halloween” concept?(24:25) - What should be considered when taking out insurance?(26:30) - How important is it to choose the right insurance?(28:10) - Do we love this deal? Can this deal be improved?-----Additional episodes you might enjoy:#137 - A deal that is going UP! #136 - Can we make bank with Cricket Wireless stores?#135 - Should we buy this warehouse software business?#133 - How to value and underwrite commercial Real Estate? With special Guest Chris Powers-----Subscribe to weekly our Newsletter and get curated deals in your inboxAdvertise with us by clicking here Do you love Acquanon and want to see our smiling faces? Subscribe to our Youtube channel. Do you enjoy our content? Rate our show! Follow us on Twitter @acquanon Learnings about small business acquisitions and operations. For inquiries or suggestions, email us at [e-mail]

Hey, Michael here. Welcome to Acquisitions Anonymous. We had a great episode today. My buddy, Matt Ford, joined me. And we looked at perhaps the worst business we've ever considered on this show. Like, how bad this business was. I spent 27 minutes trying to find even one redeeming quality about this business. And usually I can find something. And I was unable to find anything. So I hope you enjoy the journey of how we looked at a business in New Jersey that's selling for four times earnings, and it's still God awful, the worst ever. So this is it. This is a DME located in New Jersey. Enjoy it. Quick word from our sponsors, and then me and my buddy Matt Ford will get into it. So enjoy. This episode is sponsored by Live Oak Bank, the number one SBA lender in the country by dollar

amount. But they're more than the top SBA lender. They also provide USDA and conventional financing, tailoring each loan to their customers' unique needs. Whether you're looking to buy or expand a business, let Live Oak be your financial guide. With Live Oak, you get a partner who believes in your success and is willing to take the journey alongside of you. Live Oak's M&A financing experts lend across many industries nationwide. They also have over 30 industry-specific teams whose lenders are experts in industry-specific small business loans. Some of these include health care, seniors housing, and service contractors as well. With their dedication to efficiency, collaboration, and in-depth knowledge of M&A financing, they'll take you where you need to go.

Visit live oakbank.com slash A-A, and make sure that's a lowercase A and another lower-case A to connect with a lender today. So again, that's live oak bank.com slash A-A with two lowercase A's to find out more about Live Oak and to connect with a lender there and tell them that the acquisitions anonymous folks sent you along. Thanks a bunch. Okay. Matt, are you ready to talk about a medical supply company? Yeah, let's do it. Yeah. Long time listener, first time caller, so this is kind of exciting.

You're going to be amazing. You're going to be amazing. Okay. So you are from the DME world. So we picked a deal from the DME world. So the title of this one from BizQuest is DME, Durable Medical Equipment Supply Company in 15, that is 15 years old, in Bergen County.

They have all major insurance contracts and full staff. So Bergen County, evidently, is in New Jersey, and they are asking $500,000 for this business. The gross revenue is $491,000. Cash flow is $491,000. I think when they say that, they don't know what cash flow actually means. There's no way it should be the same as gross revenue.

Eva does $125,000. Inventory, which is included in the asking price, is 110,000. And then the furniture, fixtures, and equipment is $30,000. So put those numbers back together. They're asking $500,000 for a business that does $125,000 in revenue and has a hundred

or in profit and $110,000 in inventory. So about, what is that, about four times, four times earnings. All right. Well, hey, this sounds pretty good. And I think you and I picked a deal because we wanted to be one that looks pretty good, but it's actually terrible. So I think he's going to turn out great. Well, we don't know it's terrible.

I'm just saying there's a lot of questions. It poses a few questions. That's more the point here. I mean, as you say, on face of it, I mean, they're asking $500,000. They're saying, okay, the gross revenue is $500,000. So, you know, one-time revenue, the EBITDA or four-times EBITR. You know what? There's $110,000 in inventory and $30,000 in FF&E.

So, hey, you know, put it all together. Maybe it could be quite good. And then you go through this thing. So before we go there, I'm kind of ignorant in this space. So let me finish reading it. And then I want to ask you what the hell these guys do. Okay. Because it's not clear.

Okay. So here's the rest of the description. Medical supply, parentheses, DME, durable medical equipment. I assume is that that, that's what that means. Business for sale in Bergen County. Facility has been in business for 15 years. They have 2400 total patients. Full staff orthodist?

What's an orthodist? An orthodist is someone who would check and fit you for orthotics, so like crutches or arm slings or braces or things like that. But not as opposed to a prosthesis who would put on prosthetics, you know, artificial arms, hands, etc. Okay. So they're asking four times their earnings. And basically they just buy and then they're a dealer of orthotics, walking boots, just all kinds of different, like that random medical equipment you get. I assume like the neck pillow.

Do they do the neck pillows like when you get in a car wreck? Hey, mate, they do everything from orthopedics to wheelchairs. So, you know, you can't, you can't knock it. Durable medical equipment is basically everything that is some kind of medical equipment that has, that you can put your hands around, right? So it could be everything from beds, wheelchairs, motorized wheelchairs, ventilators, whatever,

right down to incontinence, supplies, et cetera, and things like that. Okay. So these guys, basically the way this works is, they have direct contracts with insurance companies and stuff, and then they get referrals from doctors and stuff like that when it's like, here, you know, they get somebody can't walk and they need to get a referral to buy a wheelchair,

then they get referred to this business. Exactly. Exactly. Exactly. So all this would typically be prescription based, although there's potential for them to sell cash as well. So, you know,

the patient has gone along. It said, what you need is a wheelchair. Thank you very much. I've gone and get a wheelchair. And this could be just the standard unmotorized push wheelchair that you see or it could be all the way up to a full on scooter. a scooter type deal or it could be a bed or it could be a walker or it could be a commode or

something like that that's just all through that that line and then they'd come along and these guys would provide it and then in turn would either build the insurance which is most typical which they're emphasizing here or that have some sort of cash portion as well of things that you could add on or purchase in addition to or upsell to dig it and so then So basically this is standard kind of insurance situation where well care, all these Blue Cross Blue Shield life insurance companies, they're telling you what you can sell a wheelchair for. Exactly. They're setting the price and saying this is what it pays. Exactly.

And so that's all the money you're going to get when you get referred to this because your customers who have health insurance are only going to go to somebody who takes health insurance and doesn't charge above whatever price these guys are paying. So if I'm in this business, right, so I'm buying this equipment, I'm storing it in my business, I've got five or six employees and I'm kissing doctors' butts in order to get referrals from them, how do I make sure that I'm going to stay profitable if the insurance company decides I'm not going to be? Is that the big problem with this business? Yeah, definitely. That's one of the huge problems. And how do I decide if I'm going to make, well, yeah, I mean, that's it.

you're in an agreement with an insurance company and they're paying the bills and they're paying for these services. So if they decide that XYZ is not worth what you're previously paying for it or they're previously paying for it. Yeah, you essentially could be exposed to them just changing their minds. And the other side of it, of course, is you're squeezed on, you know, the supply side of it as well. So who are my vendors, who am I buying for? Well, if they up their prices, then you'll get squeeze as well because your payment system is essentially capped by your agreement with that insurance company. Wow. Okay. So then I guess my big question is, well, they're also, they're in a least real estate space. They have five employees established in 2007 and their rent is $3,200 a month. So why did they think

they can get four times earning for this business then? It doesn't make any sense. Well, it seems like it could swing to losing money very quickly. I think the, I think the, answer to that one is right at the bottom of the listing. There's a reason for selling. I'm off to Florida. So that's why they're asking. Because Florida is going to cost me 500 grand. That's why I need it.

So, you know, there we are. I think that's what it boils down to. And then what this? And then they have a, okay, I just saw this link. So they put an attached file in this. that is a link to a YouTube video called How to Start a Medical Supply Business Online Strategy. Why did they attach this to their listing? I think because the lady looks so surprised they're asking for 500 grand for the business.

No, I mean, actually, I did actually watch the video and it's quite fabulous because it's explaining how to start the business from scratch. and I paraphrase this because it's nearly a two-minute video by a TV host and it says, actually I exaggerate, it's a six-minute video, but it says, find a lawyer, start a business, register that business, find vendors for stuff that you want to sell, sell it and keep the difference. Right, so, you know, maybe I'm oversimplifying this and golden nuggets of wisdom within the video, but I'm not sure that there is. Yeah. I mean, this totally reminds me of, you know, a buddy of mine owns some of the routes for Amazon.

Are you familiar with how this is all set up by Amazon? No, no. And FedEx does the same thing. Okay. So the way it works if you do, like if somebody delivers an Amazon packets to your house, they are not an Amazon employee. They are almost always somebody who is contracted or who is employed or works for a contract. tractor for Amazon. And so what Amazon does is they go to, let's say you or me, an entrepreneur, and they say, would you like to be in the delivery business for Amazon, you know, unquenchable demand, all this kind of stuff. And we'll help you get some trucks. And all you need to do is hire a bunch of people, manage the trucks, and then be responsible for making sure

the packages get delivered and we'll pay you per package. And we're going to tell you what we're going to pay you. And so Amazon will do everything. They give you like a business in a box. They help you finance the trucks, they help you find them, all that kind of stuff. But in the end, you have one customer or one payer. And Amazon tells you what they're going to pay you to deliver those packages. And I talked to my buddy about it. I'm like, wait, so basically Amazon starts with how much money you should make and then works backwards from that. And that's what they do. And he's like, yeah, that's exactly how it works. Yeah. That sounds terrible. But the same dynamic is going on here when you dig into this, which is you're selling a commoditized thing. The on,

one side, you have the actual buyer, the customer, which is the medical insurance, right? And they're incentivized to pay you as little as possible. And they're going to tell you what they're going to pay. And they're going to keep paying less and less and less until somebody on the supply side stops fulfilling it. Yeah. Right? And it's impossible to get fulfilled. And on the other hand, you have all of these manufacturers who are trying to screw you as well and push things on you that you may or may not sell over time. Yes. And then you have the patients who just want to pay you nothing because they're actually

the consumers. They're not actually the buyer of any of this stuff. So other than, so. You missed one important thing because the buyer, the consumer and the vendor aren't the person actually deciding what's being handed out. That comes down to the doctor who's writing the script. So, hey, I need an XYZ wheelchair for this patient. Well, okay, that's great.

Now your patient walks through the door and says, I need the XYZ because my doctor said so. And then this poor orthotis is there to explain to that patient why, you know, X, Y, why they can't have that one even though the doctor said so. And even then they couldn't have it if it was going to be for free and, you know, just go on down the list. So you've actually got to this four plus way transaction happening, at which point this, the poor people in the middle of the middle of

really got no kind of control over the process. To it to a degree. So there's a decent chance that a good part of my life then will be getting yelled at by doctors who are unhappy with me. Oh, totally. And so this can turn into an impossible situation for me. So some doctor writes a script saying this customer needs a wheelchair, XYZ, a wheelchair with like a light bulb on it.

And then they show up the, and you're the preferred provider for their office, and you're in their good graces because you take care of their patients like crazy, and then they show up at your, the patient shows up your office, says, here, give me my wheelchair. And you call the insurance provider, and the insurance provider says, congratulations. You can have the light bulb wheelchair,

but we're only going to reimburse you for this. And then you call the manufacturer, and the manufacturer says, we're charging you this plus something. So in effect, you could be forced to sell equipment sometimes to maintain that relationship with the doctor, even though you're going to lose money on it? Oh, yeah, very, very easily, very easily.

I mean, you wouldn't necessarily have to sell it, but again, it's one of these situations where what happens in real life is you're trying to, you know, appease everybody and lose yourself. So, yeah, that's very possible. So the hilarious thing about this listing, to bring it back, Matt, is it says hot listing. This is the least hot listing I've ever heard.

There's nothing redeemable about this business. Honestly, I chose this one because, you know, is there sort of a lay, if you look at it as a lay person, you say, okay, well, this is, you know, 15 years in business, blah, blah, hot listing, etc. And you might think, okay, well, you know, aging population, they all want wheelchairs, this all looks good. And you know what, one time's revenue, et cetera, go down the numbers. And then we actually break it down. And there's not, it's not just this. Every sentence gives you pause. It's every phrase within every sentence gives you pause about this,

yeah, about, okay, I need to dig deeper into that. Okay, I need to dig deeper into that. Okay, I need to dig substantially deeper into that. I mean, I was just trying, and I'm Googling the broker's name, Igor Vane to see if Igor Vane shows, oh my God. No, okay, that's good. Some stuff came up. It's like, oh, my God, okay.

Back, go back to safety. Don't share that. But, but, like, I was just trying to think, like, the way we've just broken down this business, this is the worst business. Like, I'm trying to think what businesses would I least less want to be in than this? And the only redeeming quality for this is at least, like, you're not going to have incredibly high fixed costs. That's the only redeeming quality.

Like there's the I would not want to be in a business where I'm like manufacturing something with very high fixed costs with variable demand and margin pressure and it's commoditized, right? Like the classic like textiles in New England kind of problem. And like I think that's the only business. Like I would rather own an unbranded pizza restaurant than this business. Like that's how bad this business is. And we haven't got the good part. Yeah. I mean, it's sort of, you know, the wackiness of it all.

I mean, just this is just. Go have too tired. Okay, so it will get actually sort of steadily worse, potentially worse. I'd say, you know, fair play, it might be perfect, but what I would want to dig in on. So you look at those sort of revenue numbers, and the broker has obviously not really helped them much

in terms of going through and identifying the difference between cash flow and net cash flow, and you sort of look at that and think, well, okay, they might be a bit unsophisticated, and we need to think about this. The first thing that leaps out of me is that the way that you bill for these insurance providers, right, is that you have to bill a gross revenue rate and then you have a contracted rate that comes down to. And this can be nearly twice as much. So I don't know if they're actually, if their gross revenue is like half what they're talking about right now or if it's double what the 500,000.

But if you look up similar listings for that kind of number, you're going to be getting into, you've got, you need a, top line of about a million dollars to get into a ebidar of 100,000, right? So you've got to be got to be there. And then the asking price would be about about the same. So to interrupt you there, what you're saying is, is based on somebody who's familiar with this industry, these numbers are fantastical. Like, they should be, there's no way they're, there's no way they're running at 25%. Basically, they're claiming to run at 25% EBIT of margins on a half million in revenue. They're making $125,000. You're saying there's no way that is, that's market.

I'm just saying they might have accidentally not check their numbers properly. That's all I'm saying. Because, you know, you don't need to be in the industry to turn around and say, okay, so hang on a second. You've got, you're basically a company that sells a product, right? You're a standard store. So your gross profit margin is going to be. 50%. So let's say your gross revenue is $500,000. You've got 50% gross profit margins. That leaves you

250,000, right? And then somehow, and they've got an EBITDA of 125. So somehow they're paying five staff on 125,000 in New Jersey. And you've got to look and say, ooh, those are, those are pretty cheap staff, particularly when one of them is an orthotist, you know, and, well, that's good go. But this is where to kind of. An orthotist in New Jersey has to be six figures. I think easily. I have no idea, but they're going to be, if they are a professional, they are going to be commanding a professional salary.

So, yeah, they're certainly not walking around at 25 grand. Let's assume that let's say that. But this is, you know, you just sort of go down, right? So stick it on the sort of the revenue aspect and the opening line of 15 years, right? and so bearing mind there's perhaps lack of attention to detail. One of the things that all these insurance companies can do is if you're open to audit, right? They're going to walk up and say, hey, look, we just want to check the last five years of money that we've sent you because we want to make sure that everything was in place and you had all the proper paperwork

and the paperwork was up to date and was properly stored and you did it the right way, etc., because we just trusted you in the first instance that you did it, right? now we want to make sure. And so they could go back and recoup. So you could end up buying this company. And all of the revenue from the last seven years is essentially exposed to their ability to maintain their paper records. So you'd have to, or electronic records about who they gave to what and when and how they gave it to them. And did they build correctly?

So, you know, you've got a huge amount of inspection to do. So that's the first concern over 15 years. So that takes us to the end of the first line. Well, I think you bring up a really good point. And are you, I think you and I've talked about this before. You're familiar with Monopoly. You know what Monopoly is, right? There's a only one provider.

Have you ever heard of a monopsony? Have you heard of that concept? I have, and I forgot what it is. But you did explain it to me once over coffee. Okay, so this is really super interesting. A monopsony is when there's only one buyer, right? So a monopoly is only one supplier. A monopsony or a doopsony is when there are two buyers.

Monopsity, one buyer, duopsony. And you can have, I guess the other one is an oligopsony. I guess that's what it is. There's like this universe in which there's only a few buyers. So that puts all the leverage against the sellers, right? So a great example of like a monopsony is Walmart, right? And that's why like Walmart in a lot of cases is the only potential buyer for a potential good. So like you have to pay whatever they're going to tell you.

Right. And that's why like there's nonstop flights to Bentonville from all over the world because you got to go there, kiss their butt and get on their shelves. And then then you can also have monopsonies in other industries that's like super interesting. So like a monopsony in like food. So there's like Cargill, Tyson chicken, all these things. Like if you want to sell your grain, like just are soybeans, like congratulations. You get to sell it to Cargill. And who else?

Cargill. So they're going to tell you. So that's why those are such big companies. And it rewards scale because you become the only buyer for that thing. So another example that's super interesting. Another monopsony is Spirit Halloween. So you're familiar with this business model? Okay.

So have you ever wondered why? there's only one provider of like pop up like Halloween stores. Like why is there only one? Like shouldn't there be like more? There used to be more. But the dynamics of this market make it that only Spirit Halloween can compete with Walmart Target and those guys in terms of being able to buy costumes that are the popular ones. Yeah.

Yeah. Yeah. So I was in this business and we couldn't buy only Spirit Walmart, H.E.B. all these big guys could buy the branded stuff with everybody wanted to be Spider-Man that year, Walmart would sell the costume to kids for cheaper than we could buy it. Like, we were better off buying it at Walmart and selling it at our store than buying it wholesale.

So Spirit, you have to have scale in order to compete with those guys. So it's really interesting. But that's another example of a monopsony. And that's what's going on in this business. And I think you're bringing up this point is like, the customer has the customer here the buyer is the insurance company and they have all the power and they leverage the hell of it and they're going to look at your books for the last 15 years and sometimes they're going to ask for their money back if they don't think you perform correctly.

I mean an insurance company is in the business makes money by not paying claims, right? You know, it's by overselling insurance. You buy insurance that doesn't get cashed. And so, you know, it's keeping that differential down. So they want to make sure that they're only paying for things that. they are that are valid. So, you know, whichever way that they can do to make it, make sure that they're only paying for the things that are actually getting consumed is what they do. But, I mean, even if you look at that insurance list, I mean, you know, we're now in line too,

like all major insurance contracts, right, is, well, okay, there's quite a list there, but I'm not seeing United, Superior, Humana, right? I mean, names that you might know in the healthcare field. I mean, they've got Blue Cross Blue Shield and they've got Medicare, but there's no Medicaid provider I could quickly see looking through it. And this is where one of these things where you've got to be really careful now. Because it's like, what do you do with this? There's a whole bunch of things going on with how you look at these insurance companies and they're paying method. Because it's not just that you're typically doing sort of a one-to-one transaction.

Quite often, an elderly patient is going to have multiple insurance. insurances, or actually many people have multiple insurances, not necessarily elderly. And so the order in which these contracts are organized by the patient, so who's their primary provider, who's the secondary? Secondly, you've got to look at them and say, okay, so how much is each one of them paying? Because they're all going to pay different amounts for the same wheelchair or walk or whatever it might be. So going back to your monopsies, I'll take right.

One, yes, you're probably cheaper buying your crutches from Amazon. So, you know, that's an issue. But two, when these guys, you say they can come in and just say, well, I'm going to pay this much for a pair of crutches, please try and supply it. What you could be looking at is a situation where you've got one dominant insurance. There's one major employer in the town, right? And they're X, Y, Z insurance. And their starting payment is really low because they've got full control. Well, if there's a secondary, right?

So there's a second insurance coming in. You don't get to move up to whatever your agreed amount with that secondary payer is. You have to take what the primary has. So the actual sequence that those insurances are in can make a really quite a substantial difference into how much money you make. Because, you know, you're locked into what that dominant insurance is in that locale for those kinds of places because you just can't bring up. So even though, so let's say insurance A is the dominant provider and it's a low rate, but I've got a great contract with company B. If B is in the second place, none of that matters because you don't get to write up.

Third thing is, it's really questionable as to whether these insurances will transfer with any sale that you make. So you're now kind of locked in the situation. Well, they're very unlikely to transfer with just an asset purchase because, you know, this is the opportunity for the insurance company to renegotiate because you're coming in as a new provider, right? So you could be exposed to several years of waiting to get back into this network. It's not like it's a two-month process. It could take, you know, multiple years to get in with them. So they're saying, well, you know what, this is a good opportunity for us to revaluate the amount of money that we're paying you. So you could try and do an asset purchase to do, to

So inoculate yourself against the potential for them coming back for old monies that were paid in the past that weren't properly papered, and then lose all the contracts with the insured compasses you got. Or you can do the stock purchase, and hope there might be more likely to transfer with the business, and then be exposed to all of the previous billing. So, you know, that's a tight rope to walk along. So anyway. It's, well, we should wrap this up because this wins the award for the absolute worst business we've ever looked at. Like usually by this point in the episode, Matt, like we find something redeeming or I'm like, okay, here's how we can make this work, guys.

Like, we take this DME and we turn it into like a social media hub thing, you know, and we race a VC and then we turn it to go to... go to the Metaverse. Like, I literally have been spending the past five minutes as we've walked through every dynamic of this business and hated every little part of it. And this is one where I'm like, like, this is unfixably bad. This is, I would rather own like a taco truck than own this business. Like, that is how bad this business is.

And it is just unreal how bad this is. Just for grins. Just scroll down a little bit further because this, it's, you know, full staff, okay, they list three of them. And like, there's only two left. Why don't you just tell us what the other two do? That would be handy. But if you get to the market outlook and competition, right,

post-COVID medical supply exploding is currently the best. Like, what? What does that mean? And so why has it suddenly become so good? But here's the thing, right? Over COVID, you know, every company had trouble staffing. So they got quite lax in terms of requiring authorization for documentation for providing these kind of products, right?

But now they're coming back to expect. So it's very likely over the last few years, you know, things might got a bit wobbly. And they really really going to get, get, get, and then the final piece is like this is a delivery model. Well, you haven't, you got five people, but, you know, they're an orthotic. What's it? We haven't even covered So basically what you're saying is

we haven't even covered that there's a bunch of delivery guys running around. You have to manage that. And how hard it is to get vehicles and all that stuff. And then this is probably, these numbers are at the best all time because of a COVID bump. That's going back to terrible again. But also, they're probably the most risky, you know, because there was not the same oversight, perhaps.

But now they're coming back and they're active. like really looking at what they've paid for insurance companies over what they've paid for the last couple of years. Yeah. Okay. Okay. So two things. One is I think we're going to stop the bleeding on this.

This is so bad. This is the worst business we've ever considered. And number two, I hope you'll come back. And the next deal, we need to find something that at least has one redeeming quality to it. Can we do that? Well, this one does have one redeeming quality in that you'll never, you know, in come season, a hundred and five you'll be able to say yeah but it's not as bad as that was the worst business we ever saw all right i'll click stop here and uh and thank you very much

mate i love every second thank you