Dave DuPont

I have no desire to sell out quickly to anybody.

I recognize that there is a strong likelihood that somebody will make us an offer that we cannot refuse at some point.

But I'd rather just aim at getting as big as we can get, adding as much value as we can add, shooting for an IPO, recognizing that we may never get there, but we're going to create a fantastic product over the long haul.

That's a very different strategy.

We have competitors in our space that are- Name one or two.

Pardon me?

Name one or two.

I'll name the larger competitors.

Comcast has a subsidiary.

Really?

Yep.

Sports Engine.

Um, there is a time Inc has a subsidiary called SI play sports illustrated play.

Um, Dick's sporting goods actually is a competitor in the marketplace with, um, with a solution called, um, blue sombrero and infinity and another one called affinity sports.

And the last is a private equity funded, uh, company called blue star sports.

We're pursuing a strategy which is long-term.

We're building a great, usable, integrated product, integrated across the different kinds of organizations and teams I was referring to, and really focused on customer experience.

Some of our competitors are just...

uh, purchasing small players and, um, aggregate payments, you know, so a short-term, uh, private equity play versus, uh, long-term 15 years, six, 20 years, uh, enduring company kind of.

It's a good question.