Oh, I guess one more thing is, it seems also, you know, you got your regrets, you got a few, and, um, you know, there's things that feel kind of unresolved. The dark stuff, the dirty stuff. There's some kind of shit down there where you're not happy that it went, the way that it went, you know, involving some people, some teams, you know, betrayals. Um, and I guess you'll have to find your way to make peace with those things and feel complete about those and, you know, finish off those, uh, like resolve those situations for yourself, you know. And those things were very painful.

And yet, it doesn't seem like any of those things changed that trajectory nor, you know, were the cause of that transition at the three, three and a half year point where, you know, the sort of timelines diverged from the ideal one for you and your vision for this and the actual one that you've been on ever since. So it seems like none of those sort of regrets or, you know, uh, bad people, bad experience or betrayals or whatever, those small, nevertheless, real things that happened were the cause of the, you know, Air Corps failure to converge with the optimal timeline.

And yet they're still kind of there like little needles, or spiky mountainous road bumps, but still beneath your main trajectory. Not easy for all to see, or stuff you tried to bury but still there. So you'll have to figure out how to resolve those things. It's important to think about that, I think. And if you can come up with some ideas to resolve them, you know, before you kind of culminate this journey here, that would be great. But there could always be things that you come back to at some point. It seems like there's not, it seems like it's not a huge priority to do that. But obviously that's up to you, but it just seems that way to me, um, looking for you there.

And it seems like either your business is incredibly complex or you just really could not be bothered to think about the details of day-to-day stuff. You're happy seeing other people, um, do basically as you think they should and align with kind of your deep intuitions and beliefs about this, thinking through all those kind of details. Either it's something that's incredibly complex or it's just something that, you know, you just really could not be bothered to get your head into, which doesn't work anymore for you to be in the details of that kind of stuff. And you have no passion to do it, and it's kind of a headache for you.

And even though you want to kind of show enthusiasm and capability for your team, you know, you resent any times where you kind of have to, where you feel like you're dragged into or expected to kind of dive into these details to, you know, basically that roll up the sleeve to go to the ground level. And that's not any way of judging you or anything. It's, I think it's completely natural to feel the way you do. And, um, there's nothing wrong with that. Just seems like apparent. That's another experience, you know.

And it also seems like there could be like quite a bit of anger and confusion there for you about like why this thing that you wanted to be able to provide this thing for like everyone, it seems. You know, it couldn't actually do that. Like why wouldn't the market kind of absorb that and accept it when it was such a great idea? And it seems there's still sort of a sense of disbelief, maybe confusion and anger about that.

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