Charlie Mulligan

since the fulfillment and operations on that are very streamlined, it's an easy way for us to get operating cashflow positive in a market very, very quickly, like within three months or less.

And so what we do is we do have some baseline demographics that we look at as far as whether there's an eventual market for our direct to consumer services.

And we have some pretty clear proprietary metrics on what we think will make our products successful.

Yeah, density, age, demographics, income, interests.

You know, there's certainly a craft beer demographic.

Right.

Also, number of breweries in the city is an important distinction.

Although how we look at that's probably a little what's probably surprise you.

Well, so we actually, instead of, we don't necessarily look for markets like Portland, for instance, it's probably not a market, which is like the craft beer capital of the world, probably not a market where we would go to direct to consumer first.

Why?

Because people already spend tons of time going out, trying new beer, getting beer for themselves.

It's not to say we couldn't be successful there, but we look at a market like LA, for instance, as one where we're just going to take off.

Why?

Because...

Per capita, there are far fewer craft breweries.

Our premise is that there is, within a range, kind of the same proportional amount of craft beer drinkers in every market.

But they, in L.A., they're starved for options.

In Portland, they've got way too many, almost.

So we would actually look at L.A.

first as probably more favorable from a demographic perspective, just to give an example.