“The plan is to take the cost down from around $6 to around $2 per fillet. And the way we're doing it is not a very sophisticated way. We just put more machines, and the people that are working in Brazil don't get the same salary as the people that are working in California. Most of the cost comes from the shift cost, which is the people cost.”

…and not trying to, you know, restructure the whole thing and try to make something that is completely different than what we have, but should do 10x in production. I think that doing it in smaller steps, but faster steps and trying to do the simplest thing, the simplest things is what I will take.

You've also talked about bringing the production cost of a fillet down from roughly $40, I think it was, to around $6. So what changed to make that possible? And how much further does the cost still need to come down, do you think?

Well, if it works for Apple, then I'm sure it can work for you. Now, you've been pretty open about the fact that the machinery wasn't the only area where you learned as you went. You've said some of the hardest lessons haven't been about the product, but the people. So what has building OSHI taught…

A few things. First of all, so as I said, knowledge is one thing, practical experience is another thing. Bet on the practical experience. It's a lot more important. The second thing is less is more. We've been 30 people in OSHI, now we're 15. When we've been 30, People, we've been in, I don't know…

I'm with you on conference calls. I can't stand them. We probably have three or four a week and I just probably take about three or four hours of my wake-up in just calls. Now, has there been a point where you really wondered whether Oshi was going to make it?