Dave Currie

We look at a holding entity as a customer.

So for instance, you've got someone like a big magazine publisher.

We look at the publisher as the account and then we've got sub accounts under that.

So within those couple of thousand accounts, you've got several different, several additional accounts in under there nested.

So we look at parent accounts, we look at child accounts and siblings.

So,

You're about spot on.

A bit healthy.

We've got a couple of other service lines.

But yeah, north of that, it's a very healthy business in terms of annual growth rate and incredibly good margins, which is... What do you expect, by the way, for growth?

Well, I think if you were speaking to VCs and investment bankers in this space, anything north of 20% is usually looking pretty healthy.

I think with a legacy business like this without outside investment, which we're looking steady, compounding year-over-year growth, anything north of, we consider anything north of 12% compounding annually to be healthy.

and looking at making self-funded investments in innovation.

Probably not a founder, but certainly as part of the succession team and where we're going moving forward, yes.

given our, it's not something we've looked at, given our healthy margin, we haven't, we've got the luxury of not having to go outside for that capital.

So we can still continue to bootstrap this business based upon the tight margin or the tight expense control that we look at and the healthy margin that we maintain.

My favorite business books is actually one I'm reading right now.

It's a hard thing about hard things.

I'm part of an organization called Vistage.

I've got a group of CEOs that I work with on a month-to-month basis.