Okay, dairy and debt. I mentioned that my farm has four times the debt as what we paid for it. I don't necessarily see that as a problem in the sense that I have the cashflow to make the payments. The farm is four times as big as it was, so we're still making the cashflow and we're still eating and so on. I'm saying we have this debt. I think the allusion was that you don't want interest rates to go sky high. But as long as we have this stable economy, we have debt, we have increased assets.
As for the 31 combines, I gave the impression that I wanted to compete with those 31 combines. That was a mistake. I felt that we should not be trying to compete just on this scale of getting bigger, producing large amounts, and so on. I felt we had to take a little different road and not try to compete head-on with just producing a bulk commodity, but look for those other ways to increase our value.
In terms of whether we can do something local where we produce a safe crop, we have to have consumers willing to recognize that that's what they're getting. We have to have the consumer knowledge as well, that they're not looking for the cheapest product; they're looking for a safe product that supports their local community and so on. So there's an educational role there.
Are we already good managers? I think we are already good managers, but if we rest on our laurels and say we're already good, we're done. We have to keep continuously getting better.
I don't know if that answers all your questions.