Chris Rieger

Yeah.

I mean, I guess first of all, Nathan, I, you, you've always been the kind of leader that goes out and you, you say this all the time, right?

You go out and you try to create opportunities for the company, right?

Different kinds of relationships, um, you know, et cetera.

And, um,

I'm, I'm glad that you're out there still thinking about these kinds of, you know, always thinking about these kinds of opportunities.

And to me, this is, this is one of those.

And I think it's totally like, we should definitely have a serious conversation about it.

I'm glad you're looping us in.

I'm glad we're talking about it.

Yeah.

I guess a couple of thoughts from me would be, you know, on the one hand, this is like, you know, Hey, it was our baby, right?

We've all put a lot of time and effort into the product and still feel like there's a

to make sure that we're not uh the opportunity to sell and and you know get a nice lump sum is is great but i want to make sure that we're you know we're we're thinking about the long-term value that's still there um i also i also we haven't really talked about what this would

Saying that about not thinking selfishly, but for the team at large, like what does that mean for everyone?

Yeah, and I like that.

I think a big part of this decision is going to be what's next.

This is the product we're working on.

here's the product we're working on, and it's hard to judge whether this is the right move without knowing about potential alternatives, right?

Because obviously if there's a better or more exciting or more high growth opportunity doing something else, then that makes this an easy decision as well, right?