I asked a bicycle, brand leader one time this year, and I said, please tell me that somewhere, somewhere in the industry there's a collective consciousness around low this I think for sure, human emotion colored every decision we made.

And that includes our own ambition level at wanting to grow,

our own excitement to be growing after years of kind of laying the row work for it.

A little bit of euphoria from that.

Interest rates change and you know the debt in those deals is typically held by the

company and so now the company's looking around going oh hey guys

shit we got a we got a cover I don't know, pick a number, you know,

quarter million dollars a month in debt service.

Looking at things all the way, going all the way back to 2008, is like, this is not a COVID problem. Yeah, it's a big problem.

COVID has really spiked things, but like they've been doing this for decades.

Like this is a problem that's been around since the dawn of time for these guys. In episode three, we heard about

in the

in episode three

we heard about what much of the bike industry experienced during that dramatic

slowdown of bike sales and what resulted in this episode episode four we'll hear about some of the learnings and takeaways from the past three years and put forward some tough questions for the bike industry to ask itself.

You'd have cash flow issues with the amount of inventory you're holding. You're not

making any money on these sell-thrus. What is the shining light in any of this? Is there service that you can make up for on that? Is there anything else?

I'm very curious about the Bike Industries argument that bicycle dealers will survive on service

alone. If you've been a bicycle dealer that like, oh, go to direct to

consumer or if your margins get cut in half, you'll just do more service. Really?

I would really love to know how many strategists that a bicycle manufacturer have ever actually run a bicycle

service department? Why, why, what, like what is the data that would make anyone think

...