Like, this particular manager, we've known him for a lot of years. So they really have nothing to fear, or anything. They know that we're here to help them out.

HATTIE: Right. Well, when Jose said one of the hardest things about growth was going from the one store to the two. The second store, that was really hard.

LUIS: Yes it was.

HATTIE: As you added three, four, five, six, seven, eight, nine, 10, did you find that you've got systems that made the additional stores easier, or does it get harder with each one?

LUIS: It's a changing process. And, like, one year, you're doing one job, then the next year, as you get more stores, you're doing a different job. So you have to change what you do with the growth that you have.

HATTIE: So have you done everything in this store? Have you done all the functions?

LUIS: You work in a family business, you start from sweeping floors to driving a forklift to driving trucks to--you pretty much have to do everything.

HATTIE: You're a pharmacist yourself. So you can even make the medicine.

LUIS: This is what we did back in pharmacy school back in the '70s. We hardly do this anymore. It's a very odd.

HATTIE: Once in several years.

LUIS: Once in a blue moon, you get a prescription from the doctor where he feels that what is out on the market is not probably adequate.