Chris Savage

We were just, we had gotten the numbers and like we were getting, I think we had gotten to one of them, like the LOI to sign.

So it's funny because we're basically sitting there with this offer, trying to decide like, should we go to the next step?

And, um, we realized in that moment, a couple of things like, well, what would we do if we sold?

Well, if we sold the company, we would work at this new company for two years and then we would leave.

And then my co-founder and I, at this point, we've been working together for 11 years.

We think we've worked together really well.

Um, so we thought we'd do something together again, and we thought we'd probably try to build another company.

And we talked about the type of company we try to build and we're like, well, we really liked the SMB space.

We want to build a company with a strong brand.

We think there's a lot of stuff we can do in video.

you can see where this is going, where we started to realize is that we were like, we saw the business we're going to try to rebuild with.

And then they were like, why do we need to rebuild it?

And that was the funny part was like, I didn't expect that.

Like, you know, why, why rebuild?

And it was in that part of the conversation that we actually admitted to each other that we were not happy.

Why we had been throwing the throttle down on growth for a couple of years.

And we had, you know, we'd been profitable in funding the business through having customers and we, and we had cash reserves.

And then we had just been like throwing the throttle down, like hiring like crazy, spending tons of money in advertising because we'd gotten so much advice and we'd looked at the market.

We talked to all these growth funds and all these smart people who said, if you're profitable, then you're actually probably not growing as fast as you could.

And so we were trying to grow faster and it had made the company incredibly short-term focused because like if you lose $250,000 in February and