Have you ever driven past a brand-new restaurant, retail store, or service business and immediately thought, “I don’t think they’re going to make it”?

You don’t have any financial statements. You haven’t reviewed their business plan. You don’t know how much money they have in the bank or whether investors are standing behind them. Yet something about the entire operation triggers an instinct that tells you the odds are not in their favor.

Most of us have experienced that feeling at least once. Sometimes we’re wrong. Every now and then a business that appears destined to fail surprises everyone and thrives. But more often than not, our instincts are picking up warning signs that may not be obvious individually but become impossible to ignore when viewed together.

I’ve noticed the same thing throughout my years in construction and, more specifically, in offsite construction. New companies appear with attractive logos, professional websites, ambitious announcements, and investors eager to be part of the next big thing. They talk about disrupting the industry, changing the way homes are built, and solving housing shortages that have existed for decades.

Yet after listening for a few minutes, experienced industry people often begin sharing the same silent concern.

This company may have already failed.

It just doesn’t know it yet.

The Company That Woke Up Dead

I have a phrase I use for businesses like this.

I call them companies that “woke up dead.”

It sounds harsh, but it describes what often happens. The company is technically alive. The doors are open. Employees have been hired. Equipment has been purchased. Press releases have been distributed. Investors are excited. Everyone is celebrating the launch.

The problem is that the ingredients required for long-term survival were never really there in the first place.

The founders may have a great idea. They may have secured funding. They may even have assembled an impressive leadership team. But somewhere between the dream and the reality, critical pieces of the business were overlooked.

When that happens, the company isn’t dying because of bad luck. It isn’t failing because of an unexpected economic downturn. It isn’t collapsing because someone sabotaged the effort.

The business was in trouble from the day it opened because the foundation underneath it was never strong enough to support what was built on top of it.

The Pitch Deck Trap

One of the most common warning signs is the belief that a pitch deck is a substitute for a business plan.

A pitch deck can be a wonderful tool. It can explain a concept, attract investors, and generate excitement. It can create the impression that success is right around the corner. The problem is that investors often see only the vision while experienced operators begin looking for the details.

Who is buying the product?

How are sales being generated?

What happens when production falls behind?

Who is responsible for quality control?

How much working capital is required to survive the first two years?

What happens if demand comes in at half the projected level?

How much industry experience does the leadership team actually possess?

Those questions rarely fit neatly onto a PowerPoint slide, but they determine whether a company survives.

I’ve seen startups spend months refining investor presentations while spending very little time understanding the realities of production, transportation, customer acquisition, installation, warranty service, and cash flow management. That’s a dangerous imbalance because eventually the presentation ends and the actual work begins.

Offsite Construction Is Especially Vulnerable

The offsite construction industry seems to attract more than its fair share of these situations.

Part of the reason is understandable. Housing shortages make headlines. Government officials talk about the need for millions of new homes. Investors hear phrases like “housing crisis” and immediately begin searching for scalable solutions. Entrepreneurs see opportunities and convince themselves that demand alone will guarantee success.

Unfortunately, housing demand does not automatically create profitable businesses.

Building homes inside a factory is not the same as building software. Factories require specialized knowledge, production management, transportation expertise, quality control systems, engineering resources, and market channels that can consistently absorb production. Every one of those components must function properly at the same time.

Yet many startups enter the industry with little or no experience in offsite construction. Some founders have never worked in a factory. Others have never managed production schedules. Some have never dealt with transportation permits, set crews, warranty claims, or dealer networks.

What they often have is confidence.

Confidence is important.

Experience is more important.

The Cost of Being Wrong

When one of these companies fails, the damage spreads far beyond the founders.

Investors lose money. Employees lose jobs. Suppliers lose customers. Communities lose potential economic development opportunities. Customers can lose deposits or find themselves holding contracts for homes that may never be delivered.

The damage can extend even further. Every highly publicized failure creates another reason for lenders, developers, and consumers to question offsite construction. People begin associating the collapse of a single company with the viability of the entire industry.

That may not be fair, but it happens.

The failure of one poorly planned startup can create skepticism that affects dozens of well-run companies that had nothing to do with the original mistake.

Why Experience Matters

I’ve often wondered why experienced people can sometimes identify these situations so quickly.

I think the answer comes down to pattern recognition.

After watching enough businesses succeed and fail, certain warning signs become difficult to ignore. You notice when the leadership team lacks industry experience. You notice when revenue projections appear disconnected from reality. You notice when marketing plans are vague or when operational questions receive incomplete answers.

You notice when founders spend more time talking about future valuation than current profitability.

You notice when everyone seems focused on attracting investors while very few people are focused on attracting customers.

None of those signs guarantee failure. However, when several appear together, they create that uncomfortable feeling many of us recognize immediately.

The feeling that says this company may not survive long enough to achieve its vision.

Can They Be Saved?

Fortunately, not every company that wakes up dead remains that way.

Some founders recognize weaknesses early and bring in experienced advisors. Others slow down expansion plans and focus on fundamentals. A few become willing to ask difficult questions and listen carefully to people who have spent decades in the industry.

Those companies can recover.

The challenge is that humility often arrives later than it should. By the time reality begins challenging the assumptions that launched the business, significant amounts of money have already been spent and valuable time has already been lost.

The companies that survive are usually the ones willing to learn before they are forced to learn.

Gary’s Observation

Whenever I get that uneasy feeling about a new company, I remind myself that I’ve been wrong before. New ideas deserve a chance, and every successful business was once an unproven startup. The industry needs innovators willing to challenge conventional thinking and explore better ways of doing things.

What worries me is not innovation. What worries me is when enthusiasm replaces preparation.

CLICK HERE to learn how the Offsite Innovators team could help you before “you wake up dead.”

The strongest businesses I’ve encountered over the years were rarely the loudest. They spent less time talking about changing the world and more time understanding how to survive the realities of running a business. They knew their customers, understood their markets, respected cash flow, and surrounded themselves with people who had already learned difficult lessons.

A great idea can launch a company.

A pitch deck can attract investors.

A compelling vision can inspire people.

But none of those things can replace experience, planning, execution, and discipline.

When those fundamentals are missing, some businesses never really have a chance. They may look alive from the outside, but in reality they simply woke up dead.

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For nearly four decades, Quality Homes has been building modular homes and cottages for Canadian families, primarily across Ontario. That alone is worth noting. In an industry filled with companies that come and go, a factory that has been serving homeowners since 1987 has had plenty of time to prove whether its name is simply good marketing or a promise it intends to keep.

In the case of Quality Homes, the name appears to be much more than a name.

The company builds custom homes and cottages in its 125,000-square-foot climate-controlled facility in Kenilworth, Ontario, then delivers the completed modules to the customer’s lot for installation and final site work. But that description, while accurate, does not tell the entire story. Many factories build modules indoors. What makes a homebuyer remember a company is how the entire experience is handled—from the first conversation through move-in day.

That is where Quality Homes seems to have found its place.

Quality Begins Long Before the First Wall Is Built

A buyer may start with one of Quality Homes’ existing designs, modify it, or work with the company to create a fully custom home or cottage. The company’s in-house drafting department develops the plans, while its design and décor people help customers make the hundreds of decisions that turn a house into their home.

That may not sound like factory work, but it is part of quality.

Too many homebuyers discover that choosing a builder means becoming the unofficial general contractor for their own project. They are left coordinating designers, permit offices, foundation crews, utility companies, subcontractors, and installers. When something goes wrong, everyone points to someone else.

Quality Homes has built its process around reducing that confusion. The company assists with permits, zoning and bylaw questions, site preparation, foundations, construction, delivery, installation, and the final steps toward occupancy. A homeowner still has decisions to make, of course, but they are not left alone to figure out who is responsible for what.

The Factory Is Where Consistency Begins

There is a reason modular construction, when done well, can produce an exceptionally well-built home. It is not because every factory-built home is automatically better than every site-built home. It is because a disciplined factory process gives a builder the opportunity to repeat good work, inspect it often, and protect materials from the weather.

Quality Homes builds indoors, away from rain, snow, mud, and long stretches of lost jobsite time. The same teams perform specialized work every day. Materials are protected, schedules are more controlled, and work can be inspected before the next stage covers it up.

The company says every home receives a 400-point CSA inspection during construction. That is not a slogan. It is a process. It means someone is looking at the details that a homeowner may never see once the drywall, flooring, cabinets, and trim are in place.

The end result is supposed to be a home that is tightly built, energy-efficient, structurally sound, and ready to handle Canadian weather for many years.

Quality Also Means Keeping Promises

Most builders know how to make a promise. Fewer are willing to put one in writing and attach a consequence when they do not meet it.

Quality Homes calls its program the Homebuyer’s Ultimate Guarantee, or HUG™. It guarantees the contracted price, the completion date, and the quality of the home. If the company misses its guaranteed completion date, it says it will pay the customer $250 for every day it is late.

That is a strong statement in any form of homebuilding.

The company also offers a 10-year structural warranty, three years beyond Ontario’s Tarion standard. For a buyer making one of the largest investments of their life, that kind of protection matters. It says Quality Homes understands that a home is not just a product leaving a factory. It is where families will live, grow older, entertain friends, and make memories.

A Modular Home Should Not Feel Like a Compromise

There was a time when many buyers thought of modular homes as limited choices pulled from a catalog. Pick a plan, choose a siding color, and hope it fits your life.

That is not what Quality Homes is offering today.

Its homebuyers can choose bungalows, two-story homes, custom cottages, and designs tailored to their lot, lifestyle, and preferences. Once the modules are delivered, craned into place, and finished on-site, the homeowner should see a well-designed home—not a collection of boxes that happened to arrive on trucks.

That is an important distinction. Modular construction is a method of building, not a style of home. When the design, engineering, factory workmanship, delivery, and site completion are all handled correctly, the homeowner gets what they wanted in the first place: a good home built for their family.

Gary’s Observation

The name on the front of a factory matters. When a company calls itself Quality Homes, it had better be prepared to prove that name every day, on every production line, and on every homeowner’s lot.

Quality Homes has been doing that since 1987. Its reputation appears to rest not on a flashy claim, but on the quieter things that matter most to a buyer: careful planning, indoor construction, repeatable workmanship, thorough inspections, clear responsibility, and guarantees that mean something.

That is why the name Quality Homes seems so appropriate.

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Sometimes the smartest startup begins with something already working.

Whenever the idea of starting a modular home factory becomes the mission, I’m always surprised by how few startup principals seriously consider buying an operating factory instead of building a new one from scratch.

Most startup teams arrive with a vision of something different. They want advanced automation, robotics, artificial intelligence, sophisticated software, fewer employees, faster production and a building system unlike anything the modular industry has seen before. They imagine a sparkling new factory designed around their product, their equipment and their ideas.

I understand the attraction. Starting with a blank sheet of paper feels exciting, modern and limitless. Unfortunately, blank sheets of paper can also become very expensive.

The Appeal of Starting Fresh

A new factory allows startup founders to choose the location, design the production line, select the equipment and build the culture they want. They are not inheriting another owner’s processes, aging machinery, employee habits or outdated way of doing business.

To many founders, an existing modular factory represents the past. The building may not be in the ideal location, the production line may depend heavily on manual labor, and the company may build conventional modular homes rather than the innovative product the startup wants to introduce.

That is usually when we hear some version of, “We don’t want to inherit someone else’s old-fashioned ideas.”

What these teams sometimes fail to recognize is that they are not merely rejecting old ideas. They may also be rejecting experienced employees, trained production supervisors, established suppliers, proven quality-control procedures, state approvals, builder relationships and years of hard-earned manufacturing knowledge.

Not everything old needs to be thrown away.

A Factory Is More Than a Building

Startup teams often focus heavily on the physical factory. They study square footage, ceiling height, column spacing, crane capacity, production flow, and access to major highways. All of those things matter, but the building is only one part of a modular manufacturing operation.

A functioning factory contains something much harder to purchase than equipment: institutional knowledge.

The people working there know how to receive materials, schedule production, resolve plan discrepancies, manage inspections, coordinate deliveries and keep houses moving through the line. They understand what happens when a supplier misses a shipment, a builder changes a specification or a module fails an inspection.

Those lessons were often learned through expensive mistakes. A startup building from scratch will probably have to learn many of them again—and pay for every lesson.

Buying Time May Be the Greatest Savings

The cost of building or converting a facility is only the beginning. A new modular factory may require architectural and engineering work, permitting, utility upgrades, production equipment, material-handling systems, offices, software, code approvals and months of employee recruitment and training.

During all that time, money is flowing out while very little is coming in.

An existing profitable factory may already have a trained workforce, approved building systems, established vendor accounts, customers, projects in production and revenue arriving through the door. It may not be the founder’s dream factory on the day it is purchased, but it provides something most startups desperately need: a running start.

Automation, robotics and AI do not have to be abandoned. They can be introduced gradually where they provide measurable improvements instead of becoming enormous upfront investments based on assumptions that have not yet been tested.

The Existing Factory Can Become the Classroom

A smaller profitable factory could provide an inexperienced startup team with a real-world education in modular manufacturing. Instead of attempting to learn everything while simultaneously designing a new product and commissioning a new factory, the founders could begin by understanding an operation that already works.

They would see where production slows, where labor is wasted, where material is damaged and where automation might genuinely improve throughput. They could test their ideas inside an operating business before spending millions of dollars building an unproven manufacturing system around them.

That approach may not produce as many exciting renderings or press releases, but it could produce better decisions.

There is nothing preventing a startup from buying an existing factory, learning from it, improving it and eventually expanding into a larger or more automated facility. The acquired company could become the foundation of the larger vision instead of being viewed as an obstacle to it.

Existing Does Not Automatically Mean Worth Buying

Buying an operating factory is not without risk. Some factories are offered for sale because the owner is retiring or has no successor. Others may have declining sales, outdated approvals, deferred maintenance, environmental problems, employee issues or financial obligations that are not immediately obvious.

A factory that appears profitable may depend too heavily on one customer, one salesperson or one owner who personally holds the business together. Its backlog may look impressive until someone studies whether those projects are actually profitable and adequately funded.

That is why proper due diligence is essential. The buyer must examine the financial records, contracts, customer concentration, workforce, approvals, equipment, real estate, warranty exposure and reputation of the business. Buying the wrong factory can be just as dangerous as building the wrong one.

However, the existence of risk is not a reason to dismiss every acquisition opportunity. It is a reason to bring in people who know what to examine before the purchase is made.

Ego Can Become an Expensive Line Item

Some startup founders want to point to a new factory and say, “We built this.” They want their own production system, their own technology and their own story. Investors may also be attracted to the excitement of a futuristic factory filled with automation and big promises.

Buying a modest operating factory does not always generate the same attention. It may look less visionary, even when it is the more financially responsible decision.

But the goal should not be to build the most impressive factory. The goal should be to build a sustainable company that produces quality homes, serves its customers and generates enough cash to survive.

A new factory can consume millions before the first home reaches a jobsite. An existing factory might begin teaching, producing and generating revenue on the first day of new ownership.

The Opportunity Already Exists

At Offsite Innovators, we believe many opportunities for startup companies are sitting inside existing factories. Over the years, Bill Murray and I have advised factory owners who were ready to retire, transition their businesses or simply leave the industry. We have also advised startup teams trying to assemble the right leadership, locate a facility and understand what it really takes to manufacture modular housing.

What continues to amaze both of us is how often younger startup teams refuse even to consider an existing operation. They would rather raise significantly more money, spend years preparing a new facility and accept all the risks of starting production from zero.

Sometimes starting from scratch is the right decision. A unique product, specialized process or geographic requirement may make an acquisition impractical. But that conclusion should come after existing factories have been investigated—not before they have even been considered.

Gary’s Observation

The modular industry does not lack factories. It lacks enough serious buyers willing to look beyond the age of the building, the existing production line and the fact that somebody else started the company.

An older, smaller and profitable modular factory may not resemble the futuristic operation pictured in a startup founder’s presentation. However, it may contain the workforce, approvals, supplier relationships, customers and manufacturing knowledge needed to turn that presentation into a real business.

Before spending millions to pour floors, install equipment and learn modular manufacturing through trial and error, startup teams should at least investigate whether an existing factory could provide a faster, safer and less expensive path into the industry.

And if a factory owner is thinking about transitioning out of the business—or a startup team wants help determining whether buying an existing factory makes sense—Bill Murray and I are only an email away.

Starting a new offsite construction factory is exciting. Maybe too exciting.

There is something powerful about standing in an empty building, looking at a set of plans, and imagining production lines, finished modules rolling out the door, builders calling for more homes, and a company that finally solves the housing problem everyone talks about.

I understand the pull. You have probably spotted a need in your market. Perhaps local builders cannot get dependable factory capacity. Maybe housing demand is growing faster than site builders can keep up. Or you have spent years watching existing factories miss deadlines, build homes with too many problems, or treat their customers like they should be grateful for whatever they get.

You may honestly believe you can do it better.

You might be right.

But before you order the equipment, hire the first production manager, or sign a lease on a building that looks perfect from the interstate, I would like to offer you a little help.

Not because I think every new factory is headed for trouble. Far from it. Offsite construction needs new ideas, new leadership, better factories, and people willing to take a risk. The industry will not grow if everyone sits on the sidelines waiting for someone else to solve the problem.

The trouble is that many new owners do not realize they are not simply starting a construction company.

They are starting a manufacturing company that builds homes.

That one difference has swallowed up more good intentions, investor money, and promising startups than most people want to admit.

The Dream Usually Starts With a Real Need

Most people do not wake up one morning and say, “I think I’ll build a factory because I have too much money.”

They see something missing.

They see a region that needs workforce housing, attainable housing, ADUs, apartments, cottages, or homes for developers who are tired of waiting two years for a conventional builder. They see shortages, rising prices, poor quality, and builders who need a better way to get homes completed.

Some founders have a new product. Some have a better process. Others have been developers, builders, transportation people, investors, or factory employees who have spent years thinking, “If I were running that place, I would do it differently.”

That insight can be the beginning of a very good company.

But insight alone does not keep the lights on.

Money may not be the first reason someone starts a factory, but it cannot be an afterthought. A factory with a wonderful mission, a strong sales story, and a full parking lot can still run out of cash long before it becomes profitable.

The First Mistake: Building the Factory Before Building the Business

This is one I have seen too often.

The founders find a building. They begin talking about automated saws, panel lines, welding stations, robots, cranes, software, and how many modules they can build every week. There are drawings on the wall, a big opening-day announcement, and a lot of confidence.

Then reality arrives.

Who is buying the first 20 homes?

At what price?

Are those homes profitable after materials, labor, transportation, setting, warranty work, sales commissions, and all the little costs nobody put in the first spreadsheet?

Are there builders, developers, retailers, or customers already committed to buying them? Are the designs approved, repeatable, code-compliant, financeable, and practical to transport and set?

A factory should not be designed around the biggest production number you can put on a PowerPoint slide. It should be built around a clearly defined customer, a repeatable product, a realistic territory, and a dependable order pipeline.

The building is not the business.

The equipment is not the business.

The business is getting profitable homes sold, built, delivered, and paid for—again and again.

The Second Mistake: Running It Like a Construction Project

Construction people are often very good at solving problems on the fly. A jobsite changes. Something arrives late. A customer wants a different window, a new kitchen layout, or a last-minute change. People adjust and move on.

That can work on a jobsite.

It can destroy a factory.

A production line needs consistency. It needs complete drawings before production begins, materials that arrive when they are supposed to arrive, clear work instructions, trained people, quality checks, and designs that do not require the crew to reinvent the process every time another home enters the line.

When every home is a special project, every customer change becomes an emergency, and every department is waiting on somebody else, the factory becomes expensive chaos with a roof on it.

You cannot simply build homes indoors. You have to manufacture them.

That means knowing where the bottlenecks will appear, how long each station really takes, what happens when a supplier misses a delivery, how much rework is costing you, and whether the next module can move down the line without creating a traffic jam behind it.

The Quiet Problem Nobody Likes to Talk About: Cash

A startup factory can be busy and still be in trouble.

That is one of the cruelest lessons in this industry. The order board can look terrific. The sales team can be celebrating. The production floor can be full. But if deposits are too small, customer payments are delayed, materials need to be purchased early, payroll arrives every week, and warranty or transportation problems begin eating into margins, cash disappears fast.

Being busy is not the same thing as being financially healthy.

Before a startup gets too far down the road, someone needs to ask the uncomfortable questions:

How much working capital is really needed—not just to open, but to survive the first year?
What happens if production takes longer than planned?
What happens if a developer delays payment?
What happens if the first several homes require expensive fixes?
How much margin is left after every cost is counted, including the ones people prefer to ignore?

These are not negative questions. They are survival questions.

A Little Help Early Can Save a Lot Later

If you are considering a new offsite factory, I am not here to tell you not to do it. I would never discourage the right people from bringing better ideas, better homes, and better leadership into this industry.

But I would encourage you to slow down long enough to test the idea before committing the money and opening the doors.

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to ask the team at Offsite Innovators for a FREE video consultation

Bring in people who have operated factories, not just people who have visited them. Talk to transportation and set crews. Talk to builders. Talk to suppliers. Talk to code officials, lenders, and the people who will have to solve problems after the home leaves your plant.

Most importantly, invite someone to challenge your assumptions before the market does it for you.

The best time to ask hard questions is while the answers can still change the plan.

Because once the equipment is installed, payroll is running, and the first customers are waiting for homes, it is no longer a startup dream. It is a very expensive reality.

Gary’s Observation

The offsite construction industry needs more startups—but it needs fewer startups that confuse enthusiasm with preparation.

A new factory can succeed. It can create jobs, solve housing problems, and become a company people are proud to work for. But it has to begin with more than a building, a business plan, and a belief that demand will take care of everything else.

If you are about to take that step, get the right people around the table now.

It is much easier to adjust a plan before you build the factory than to explain later why the factory never became the business everyone hoped it would be.

A Time Capsule from Offsite Construction’s Past

Around 2005, just a few years before the housing collapse of 2008 changed the trajectory of our industry, there was one person who seemed to know just about everyone who wanted to start an offsite construction company.

His name was Don Carlson, publisher of Automated Builder magazine.

Don wasn’t a consultant, investment banker, or factory owner. Yet if someone had a dream of building a modular, panelized, or component manufacturing plant, there was a good chance they would call or write Don first. Over the years, he became much more than a publisher. He became a trusted resource, a connector, and in many ways, the unofficial clearinghouse for new ideas in offsite construction.

Recently, while going through some old files, I came across one of Don’s internal lists covering the period from May 2005 through June 2006. It wasn’t an article or a press release. It was simply a working list of people who had contacted Automated Builder looking for guidance, introductions, or simply someone who understood their dream.

Reading through it felt like opening a time capsule.

Some wanted to build modular factories. Others envisioned panelized plants. A few hoped to introduce new technologies or expand into international markets. Every name represented someone willing to risk time, money, and reputation to bring another offsite factory to life.

Twenty years later, I find myself wondering…

What happened to those dreams?

Did they build the factory?

Did the business survive?

Was it sold?

Did the idea evolve into something completely different?

Or did it simply become another business plan tucked away in a desk drawer?

Today, Bill Murray and I receive many of these same phone calls and emails. The questions have changed a little, but the dream hasn’t.

“Should I start a factory?”

“Should I buy an existing one instead?”

“Is now the right time?”

“Can offsite construction really make a difference?”

The more things change, the more they seem to stay the same.

So I’d like to begin a new series. Each week, I’ll feature a handful of names from Don Carlson’s list and ask our industry to help fill in the missing chapters.

This Week’s Five Dream Factory Builders

1. Warren Harder – Igloo Building & Supply Group
Edmonton, Alberta, Canada
Reportedly planning a modular startup.

2. Lawrence C. Don – Lorwood Properties, Inc.
Dallas, Texas
Believed to have been planning a panelized housing operation.

3. Marcus Hepburn – Florida Catholic Conference
Tallahassee, Florida
Reportedly exploring a panelized housing startup.

4. Bob Congdon – The Home Co.
Suffolk, Virginia
Considering a possible panelized housing company.

5. Larry Maxwell
Marshall, Missouri
Interested in developing either a panelized or modular housing factory.

If you know what became of any of these people or their projects, I’d love to hear from you. Maybe the factory was built and is still operating today. Maybe it evolved into something completely different. Maybe the dream was interrupted by the housing collapse, financing, or simply life itself.

Whatever happened, their story deserves to be remembered because every successful factory—and every factory that never got built—started with someone willing to ask the same question:

“What if?”

Gary’s Observation

modcoach@gmail,com

One of the things I admire most about Don Carlson was that he understood his job wasn’t just publishing a magazine. He understood that sometimes people simply needed someone who would listen, make an introduction, or point them in the right direction. Twenty years later, Bill Murray and I are discovering that entrepreneurs are still seeking the same guidance.

The faces have changed. The technology has changed. Even the challenges are different. But the entrepreneurial spirit that drives offsite construction hasn’t changed one bit.

Now it’s your turn. If you recognize one of these names or know what happened to their dream, please leave a comment or send me a message. Together, maybe we can finish a story that began more than twenty years ago.