$2 Million of Fun: Big Margins in Play Centers

I raised money for this. So I gave up about 20% equity to raise about a little over a half a million dollars. And I was primarily, you know, friends and family, either for people I've known for many, many years, or worked with some in the media, entertainment sector, senior level executives, others from business school.

But, but it was, you know, it was pretty easy to raise, to be honest with you. It was one of those things where anyone who has kids and once, like, I put together like materials for this and put a deck. It was kind of like an instant, like, oh, yeah, I get this.

Yeah. It's like he has two kids. He's like, oh, I know what this is. This, these economics are great.

I'm in. You know.

Well, that, that, that. And that's exactly why I've been so enthusiastic. It was like the product market fit.

I understand intuitively or as a customer. And then when you back that up with the economics of the business, it's like, holy crap. I mean, the product sells itself.

But is it a good business behind all of that or the economics of this thing. Good. And when you see what they are, it's like, wow. So totally. That's great, Daniel.

I think we're wrapping up here. Let's talk about growth. We've talked about growing.

What do they call it? The four walls? The four walls. Revenue. Yeah. So, so growing the, the revenue of this particular location. But that has a ceiling to it.

Which, by the way, as we talked about on the pre call, that would be another quote, unquote, weakness of the business. If you will. I mean, there's a, there's a, there's a ceiling here. It can't grow forever, unlike a, you know, an H VAC business or a services business where you just, it can just kind of expand indefinitely.

But you solve that problem by opening new locations. So how do you think about, you know, growth above and beyond this single location? I think you, you definitely nailed it.