Chris Hall

So call it 18.

So we went from, we more than, than, than doubled.

The beginning of, of yeah, I'd call it a little, a little bit higher than that.

It's 19 million.

And then came the acquisition with WebDAO.

Um, I think it was, it was, it wasn't really a goal on itself.

Uh, it's, it's, you want to grow as fast as you can, as efficiently as you can.

Um, and so it wasn't sort of as much a deliberate choice of, uh, saying, listen, we'll, we'll, we'll burn a little extra or to grow faster.

We were growing at sort of an efficient, uh, efficient enough rate.

The more you start burning, it's really difficult to add a couple of more percent.

Uh, so it starts costing more.

So it was more, um, uh,

based on, on, on just at least having that as a, as a longer term target to be cashflow positive.

I think that's a healthy, healthy way to go and go forward in your budget.

Uh, so yeah, that's, that's partly due to this maturing processes and economies of scale as well.

Um, so, you know, despite, uh, doing a pretty difficult, uh, acquisition, we still maintain or maintain to increase that efficiency and accelerate growth.

Um, despite, or, you know, whilst you're also getting some synergy effects from that acquisition.

Well, mine and I was time difference for starters.

And it was, you know, there were 80 or 90 people there that, you know, that's not something you can just absorb easily.

That's a big project to sort of combine those companies and to make sure that they're maintaining