Brad Miller

We were very, we were very cashflow generative.

As I said, we made 6 million that last year.

And so, yeah, we probably had, we probably started the year with 9 million of debt.

We probably paid off, you know, a million or so.

And, but we had 5 million of cash on the, on the books from that year.

of pure profit zone.

Well, you can sort of backwards, and I'm not sure I'm allowed exactly to say, but like I said, the combination of the dividends and the price was just shy of $50 million.

I hope so.

Every deal has its own, you know, it's not always the same playbook for each deal, right?

It depends on the market dynamics, the growth trajectory, the competitive, you know, you don't always control those things.

And so, but I generally like acquiring, you know, there's always things you can fix in a business.

Sometimes it's as basic as actually make it a subscription business, you know, which wasn't

too hard to do, but wasn't being done for some reason, you know, not, not, not every fix is that obvious and that easy.

But, but, you know, we look for things that are doing well in spite of some, some,

you know, some mistakes, you know, founders are sometimes really smart at some things, but not so good at other things.

And so we try to find things that they've done really well, but still see issues that they've, you know, you know, where they left me, you know, meat on the bone unwittingly because they're just not experts in everything.

So that was Webster Bank.

This was before the days of SAS Capital and later Capital and people like you.

Now, that didn't really exist at the time.

But yeah, Webster Bank, which was a local Connecticut bank, they were my bank and my previous company too.