Fred Shilmover

We've got everybody there in Boston.

Most everyone.

We have a few remote folks who started with us here and for personal reasons moved and we mutually decided to continue working together.

So we have a handful of those folks, but we've decided to co-locate the team.

Yeah, really good question.

And definitely, you know, there was a point in time there when we got a little bit over our skis in terms of

rate of growth.

And ultimately, that responsibility lies with me.

And, you know, of course, disappointing people is a really difficult decision.

I never want to get that LinkedIn flag that says, you know, you're great at layoffs.

That's not a skill I want to have.

But at the same time, you know, part of our core values are treating, you know, I want this to be the best place any of our team has ever worked.

I say that to people at every All Hands meetings.

We've won

You know, every single year since founding, we've won Best Place to Work Award, and that extends to the people who are no longer here.

So I think we treated people with a lot of respect and sort of made an adjustment there where

We were a little bit ahead of our skis, and eventually companies need to be profitable, and we've been really focusing on how do we grow the business in a sustainable manner.

And I think the fact that we've been able to grow for this long without raising additional capital is probably a good external indicator of that.

Yeah, I mean, I think it probably depends on your investors.

If the investors are putting pressure on you to get their capital back, that certainly may be the case.