Brandon Bruce

So we try to stay really close to the customer and make sure we're providing value every day.

Yeah, we basically try to keep it at break even.

Um, that's essentially our goal.

So we reinvest everything in, in growth of the company.

You know, we believe in investing in the talent of the team.

That's our, that's our biggest market advantage are the folks that we've been able to bring aboard with us, both in Knoxville and in Irvine.

And we've got a few folks in Atlanta and New York, um,

But yeah, we try to keep it right about breakeven.

So as we onboard more customers, we try to increase the size of the team and be able to serve more going forward.

Yeah, exactly.

I mean, we're most comfortable if we're blowing way ahead of the line, right?

But if things were to flip, we take that really seriously.

We sort of analogize.

We're more like a state government than a federal government.

We can't print our own money.

So we got to keep a pretty balanced budget.

I mean, we've set our sights on doing, you know, about 16 million in bookings or so.

So oftentimes we'll look at top line bookings for the sales team.

So trying to get those deals in the door, some of them may be multi-year, but we love those all the same.

So yeah, if we can finish the year at a 15 to 20 million run rate, then that would be awesome.