David Hauser

These were roughly the terms.

I think it was actually $12.5 million.

interest so it wasn't cheap but there was no warrants no equity so we retained a hundred percent and they allowed us to spend without covenants assuming that our underlying metrics stay the same so there was no drawdown covenants or anything like that we could spend the full amount that we had from them which was about 15 million dollars we spent 12 of it in those first periods when we got there

So obviously, I just said that this is why I really appreciate what Nathan's doing.

I think there's a big gap in the market for that one to $10 million company to be able to access debt, right?

And I would encourage everyone to think very deeply about, you know, how can you utilize debt properly?

And my number one takeaway on that is only use it for things you know are working, marketing channels you know are working.

It's not for testing.

It's not for hiring.

It's not for growing product.

It's none of those things.

It is, I know that if I spend a dollar here, I get $2 back and I need to spend more of those dollars, right?

That's how you accelerate growth with debt.

So yes, we sold the company for a lot of money.

I don't know what else to say there.

I have to say that I think there was definitely a timing and luck factor to that.

We built a great company, but someone way overpaid for it, Citrix.

And they've done very well now, right?

So I think the company will do $85 million this year and definitely will hit their $100 million target, which was part of the metric that they decided on before they bought things.

But they overpaid at the time.