. >> 25 years ago robert schwarz was running a lucrative custom medical shoe business with eight stores0 employees, and more than $4 million in revenue. >> the eneslow model was based on consumers being referred by doctors. you really should have a different insert in each shoe. when the medicaid train started to rev up and dominate our business, now all of a sudden people were coming in with a prescription for, quote/unquote, orthopedic shoes. they were really looking for free shoes. >> medicare customers soon accounted for more than 50% of the company's revenue bringing in a steady and reliable stream of business, that is, until the other shoe dropped. >> the formula for medicaid was no longer viable, that half of our business was no longer going to be there. >> he knew he needed to radically downsize the company in order to save it, but it took some advice from a mentor to help had him figure out that downsizing meant closing seven of his eight new york stores. >> so at the end of 1989 we closed up all the branches and we were now a one store business. >> with less overhead, schwarz