David Hauser

And that really, I think, contributed to our management team and the people that we had on that core team.

When we sold the company, we left the next day, me and my partner.

So there was no earn out, there was no time we had to spend there, nothing else.

And that was because of the management team that we built.

They all stayed on and they were valued tremendously by Citrix.

Many of them stayed for a long period of time, including one of my current partners, Mike, who spent a lot of time there.

So let's jump into a little bit about the M&A process.

I'm happy to also answer questions.

So I'm going to save a few minutes at the end to make sure that I can get the things that you want to talk about.

And also, I promise to give you a few quick takeaways as well outside of this.

So let's just jump right into here.

This quite honestly is a matrix that we stole and adapted for our purposes for how we think about the M&A process as a whole.

And I think it's useful for everyone in this room to think about how can I generate the most value from a prospect, you know, an M&A prospect over time.

But more importantly, these are the things that make your business valuable to you.

So it's not just to me, but these are the things that represent a great business.

So we'll walk through each of these and kind of how we do this.

And it's a matrix.

It's in the USB drive.

This one is specific to direct to consumer companies.

So some of these things might not make as much sense, but we have a SaaS one.