Two years into the program, Teddy Mayer —who was the principal behind the other 50 percent — and I both had “clean desk” policies. We never went home with anything left on the desk.  I came in on Monday morning and there’s a single envelope with “Ron” written on it, you know. And when I opened it, he said, “This isn’t working for me.  We need to talk.”  That was from Teddy Mayer. So I walked into his office and I said, “Teddy, got your note.” I said, “I don’t really have a problem. I think we’re doing great. I’ve attracted some great sponsors on top of Philip Morris.” The company was fiscally very strong, started to get results.  But he was concerned that I was taking too much risk all the time. The risk at that moment was me pushing to commission Porsche to make a new turbo engine for us, and he didn’t see how we could afford it.  So it’s a moment of entrepreneurial — I would say — brilliance.  I said, “Okay.” He said, “What do you mean, ‘Okay’?” I said, “I think one of us has to buy the other out, but you’ve started this process, so you determine the number and I’ll decide whether to buy or sell.” And it put him in such a quandary. You can imagine —if it was too cheap, I would buy; if it was too expensive, I wouldn’t buy.