Chad Wittman

And so really it came down to what the multiplier negotiation was and then some of the finer details like the earn out and things like that.

Yeah.

So it was pretty close to that.

I think that in hindsight, we got a pretty nice deal on the churn.

The churn wasn't too much of a negative impact because they felt like a lot of our really old customers were still of really interesting value because we saw a lot of people that churn from paid to free and then back to paid depending on campaigns.

And so we had this little like oscillation thing in our business where just because we lost them didn't mean we lost them forever.

And so I think social bakers looked at that as an upsell opportunity and

I actually had the great opportunity to talk to with Jan who acquired the business, uh, just, just last week.

I was like, Hey, now that everything is that dust has settled, how did that net out?

And he's like, I actually think it was, it was a really strong move for us.

It wasn't a home run, but I think we made our money back and then some, and we've been able to unlock some branding out of it too.

So, um, but the equation was roughly kind of how you described it, where it was, it was kind of the month of your recurring revenue time and annualized out.

We had a very small penalty for the churn, right?

Because of the interesting opportunity.

And then we picked a multiplier.

Yeah.

So for, you know, the standard deal that you hear is a company gets acquired by Google.

They go work there for two or three years as they get their either their cash incentives or their equity incentives at that new company.

And so normally it's like this two year thing.

If you read Zappos in their in their story, he quit and right in the beginning of his earn out.