Bob Gilbreath

We sold to WPP.

And at the end of our earn out, we rolled it up into something that's now called POPL.

You know, a big global digital.

What year was that, though?

WPP.

We sold at end of 2005.

And then we had a five-year earn out on that.

Yeah, it was great.

I mean, and during that time, we grew revenue from 10 million to 45 million.

Yeah.

We earned it out.

During the agency, it's really hard to differentiate yourself as an agency.

Everybody does the same things, has the same kind of people.

We wanted to put a stake in the ground of what we believed as a company.

This idea had been going through my head that why a digital business or agency was different is that we couldn't spend our time finding new ways to interrupt people.

We had to find

and new ways to add to their lives.

And that's really what I think is the disruption that's happening across advertising right now.

People have more ways to block ads or ignore it.

The only thing we're left to do to get a marketing message through is to actually add some value to their lives.