Christopher Reid

And so I think there's a lot of, that's a very healthy approach, but if you want to have a bigger war chest, then you can typically expand what you want to do.

And so for us, that expansion would probably be expanding the scope of, of product and market penetration.

So it'd be like,

Um, it would be product marketing and sales.

There, there might be some opportunity for acquisitions.

Um, but typically, typically, you know, uh, typically there's too many things that get in the way of, of, of the acquisitions that it's just not, it's not, it's not easy.

It's not, there's not like an easy way to understand that.

It's easy to understand like,

Add this market.

Open up a sales office here.

Add these marketing tactics and the people that are going to execute those and the capital to run those tactics.

Build out a product team to do X and Y and Z. That's very...

there's not like, it's not like you can't, there's no like perfect causality, but like, yeah, it's more causal.

Yeah, it's, you know, it's, we, we can do a lot as a bootstrap company.

We can do a lot with say 10 million bucks.

Like that's,

for some companies that's nothing.

And for, I think for us, we are able to, you know, make that go five X further.

Uh, no, we would, we're, we're not looking to do typical things.

We, we will be giving less of the company away.