Daniel Wickberg

And I think that kind of helped us in the short term to survive, but it also kind of slowed down our scalability.

So it took us a while to kind of get the guts to decide what we wanted to focus on.

Yeah, so we did a secondary, a pre-IPO, which was around $4 to $5 million.

And then in the IPO, we raised around $3 million.

But we never actually used that money because we had a debt.

We did a kind of refinancing a couple of years before.

So it's kind of, we raised money, but we kind of still always been bootstrapped.

I had around 75% ownership back then.

I wanted to be a little bit more aggressive and focus a little bit more on growing the business and a little less on being super profitable every month.

So I wanted to take some cash off the table.

So I sold 10% in the pre-IPO.

And I had a partner, our former CEO, who was CEO for almost five years.

He had 7% or 8%.

So the total was like 18% that was sold in the pre-IPO.

No, I mean, we both sold shares in the secondary round in the pre-IPO.

No, that was absolutely the right move because the story was, as I said, the early years are really hard.

So in 2012, I felt like I needed a break.

So that's when Johan, the former CEO, he became CEO, was the CEO for five years.

And, you know, the plan back then was to sell the business, but that didn't really happen.

And, you know, I started to kind of rediscover my motivation for the business.