Andrew Yates

How do you keep that engagement moving?

We're different because we use machine-based learning to find the smarts rather than a team of researchers, which means our service is ultimately scalable.

And we also invite the user to define their own sales triggers, which is the ideal customer engagement point for them.

And literally every single instance of Artesian that's been deployed is unique to each subscribing customer and personalized to each individual user.

So we're able to, you know, really provide that kind of Savile Row, to use an English example, that Savile Row tailored suit, rather than the kind of, you know, Hugo Boss off-the-shelf type number.

Nothing wrong with Hugo Boss, but you can't beat that main suit from Savile Row, can you?

I think, I don't know about Madam Mark, I can't comment, but I think that a market consolidation exercise is inevitable.

If you look at the recent acquisition of Avention by Dun & Bradstreet, I think that's going to create a little bit of a ripple effect.

If most of the platform players aren't thinking about this as a strategic element of their go-forward strategy and their growth strategy, then they're not thinking about the right things, in my opinion.

So I see a scenario where companies could join forces to give them broader reach, greater depth, and a better all-round customer experience, and obviously deliver better shareholder value over time.

No, I mean, you know, I'm a man with many hats.

So the only person that focuses on that or dedicates any percentage of their time is myself.

And, you know, I think it's really, really important to spend time speaking to other companies that are active in the same space.

Quite often when you get together and you have a conversation face to face.

You realize that you're trying to achieve different things in different ways.

Although the words sound very similar in terms of the marketing messages, the companies can be quite different and quite complementary.

There was some money that came before the 8 million.

There was a couple of million more and there was also some debt equity.

So we're sitting at around about $14 million, about 12 million pounds.

So we are in a position where we've got adequate cash resources to keep going without any more investment for the next two years.