Dannika Warburton

It just builds, I guess, trust and credibility in the management teams that they're the right steward for the ship that's aligned with shareholders and going to be taking the company forward in the best interest for shareholders and investors.

So I think that's probably the main thing in the small cap space is about sort of getting the doing sort of best practices promotion.

And I'm not really sure.

I guess a lot of these companies as well, because they've got lean teams,

things get missed and that sort of thing.

So I always think when you're working as founder, you've got to do the hard work.

Everything should be results orientated, but you've also got to be like a good human that people want to work with.

So it's about the small 1% actions that will move you forward.

I mean, personally, I don't believe in light work-life balance.

I believe more in alignment.

So building a team around you of people that are supporting the cause and that have your back and that will step up to the plate and be a good trusted advisor in our sense, in our role.

And also as well, I don't think that...

I don't think that anyone wants to hear about the labour pains, right?

But they just want to hear about the baby.

So being results orientated, executing well, communicating with your shareholders and investors and keeping people up to date and then doing it with good energy.

I think that's sort of the formula that all small cap founders should roll with.

Well, people want to work with good people.

So we know it's, you know, often quoted that you've got to build sort of the A team and then the A team is going to attract more of their A team, you know, fellows to join the business.

And that's how you scale your human resources or human capital component.

And I think it's also true from the client perspective that