Bridget Harris

So there was, there was some way to go.

And again, I wanted to emphasize for your audience that, you know, we weren't running a big process.

We weren't sort of trying to kind of get out at any cost.

We, we, we sold because it was the right thing to, because that approach,

We didn't sell in March, but it started a relationship and a conversation that then led to another couple of conversations in September, October that led to Paul McCartney Day.

We're about 22 people full time.

And we actually have an overall headcount of around 35 people, if you include all of our contractors and things.

So for us, the... It was actually... So...

If you'd asked me a couple of years ago, Nathan, if you and I had been talking about us being acquired, I would have told you 100% that I would have wanted to sell and walk away.

I would have wanted 100% cash on close and I'm riding off into the sunset because I believe that that was the only way that made sense for us to, I'm either running my company or I'm not, but I'm not going to go in for some sort of hybrid deal.

Now, as we got to know David's offer and he's obviously got a team as well that was working with us,

And it did evolve.

We did go back and forth.

There were certain things about exactly how much equity, how much cash, all the rest of it.

But at the end of the day, what I actually felt quite comfortable was, was the fact that we're not riding off into the sunset.

We're becoming investors in capacity.

So it was really important to us that we like the team, that we like the founder, that we like, as I said, I'm in favor of founder-led companies.

I'm in favor of founders having 100% control.

And for me, the hot button topic was, I didn't want to feel...

Like we were selling You Can Book Me and we were, I don't know, that we were slinking away.