Bill Clerico

you know, the best case scenario is to be profitable.

Next best is generate revenue.

You know, traction is sort of a nice number three.

So, um, that's why, uh, we, we really were focused on traction at that point.

Yeah, it was really hard to get traction while we were charging fees.

And so it was sort of like, anytime you have to choose between traction and monetization, you need to cut some other strategy for how to monetize.

And we figured actually working in the platform space with software platforms, that was a market where we could actually provide valuable technology and be compensated for the value we were adding.

Yeah, I mean, I think there's a number of different ways people look at payment companies.

More mature payment companies are definitely valued off of EBITDA and earnings.

You know, for us, as just a fast growing company, it was really around sort of TPV revenue and the growth around that.

What is TPV, Bill?

Um, TPV is total payment volume.

Sorry.

Uh, and that's in the payments industry is a metric we use to just measure the total, the dollar volume going through the system.

Yeah, it's a good question.

He says with a sigh.

This is certainly a good outcome for myself personally and for our team.

But I think one of the things that Chase was really thoughtful about here was how do you motivate the team going forward?

And so they were really thoughtful to set aside big incentive targets for the team to help grow.

And so we've been really fortunate that