--that that would have been done. You didn't have time to do the turnaround.
So you had a closed facility. We're not going to pay the purchase price for a closed facility, and we never got to the stage of saying, okay guys, let's agree that we've got a closed facility... Shell had an alternative use here. It wasn't like they had to sell to us, right? They've got an alternative purpose for it, unlike many sellers who just want to sell the asset and the business. So we didn't get to the point of exploring, hey look, let's furlough some employees, let's pay some part pay; you organize the temporary arrangements for the customers and we'll stand by and continue to spend money and time and management effort to get this deal done.
Willing parties can find ways to do that, right? But it was an enormous hurdle for them, because Shell's a big company and they've got plans in place. We respect those plans, and they're moving forward with what they corporately needed to do for themselves, their stakeholders, and, as they continue to tell me, the pain that all this “do we have a deal or don't we have a deal” was causing their employees.
So that's the problem. The turnaround is the biggest problem. There are many other issues, many that need to be resolved, but that's just a day's work, right? We just do it. On this one, time ran out. You couldn't get any equipment, you couldn't get the engineering done, you couldn't get any of that, and if Delek's choice was to buy a closed refinery or go operate a popsicle stand, we were not going to buy a closed refinery. We weren't going to pay the purchase price for a closed refinery.