Alex Mehr

Okay, that's not too much.

Yeah, it's public information.

You guys can look it up.

But it wasn't that bad.

But the option was to continue to drive the company very aggressively or kind of retrench a little bit and pay attention to some of the things that as we were growing, we decided not to put that much attention to.

So retrench

fix those, build a better base and grow again.

And that's, you know, that's something that we decided that, you know, our, the CEO that we appointed, uh, she was better at.

So, and yeah, me and my co-founder, we've been running the company for seven years or something.

Oh yeah, I still have the equity and I'm on the board of the company and the company is an independent company, it's profitable and it's growing again.

So exactly the plan that we had, you know.

And cash flow positive?

Well, no, I don't think we were 650,000, 500,000 customers.

We are at the same level, it's not slightly above, I think.

Yeah, it depends on the definition of subscriber also.

So maybe the definition, I can't even honestly, it was two years ago.

And I can't tell you the exact number right now, but I can tell you that the company basically retrenched a little bit and now it's growing again.

Yeah, so it's self-education.

I call it a self-education, self-improvement education box.

And, you know, it's kind of the first time that I've actually built a business around a passion.