Eugene Levin

how to sort of convince people to invite their colleagues to work together, because we have so much functionality that different teams in the marketing division can use products all together.

And then the third axis is we have certain products, like our local listings product, that are not for everyone.

So it doesn't make sense to put them on kind of main plan, core plan.

But it makes sense to sell them as an add-on.

So we design portfolio of add-ons.

And then we give this information to our R&D teams, and we have a lot of R&D teams, and they independently kind of drive strategy in all of those kind of three directions.

Actually, all those three acts is roughly third.

It was fantastic.

Once in a lifetime experience.

Highly recommend to everyone who can do that.

For me, it was like- Thank you for the big takeaway, Eugene.

We always want to have really good relationships with people, especially with Rand.

He's actually a customer.

Uh, growth was not there.

So for us, it would have been very dilutive.

And, you know, we went public, right?

But we're not a large cap company.

And, you know, depending on the day, we're, let's say, around small cap.

And maybe sometimes we touch, you know, mid cap.

But the problem with, you know, small cap is that if you're a small cap, you have to be growth.