Harley Finkelstein

Yeah.

And it came with a smaller team.

It just came with less areas of responsibility.

Even though each of those were shallow, I was like, what I really want to do is this other thing.

It's like one area of responsibility, but it's really, really deep.

Is that enough for me?

it became obvious to me that that wasn't the right, the right, the right thing.

And actually I think it became obvious to Toby that like, I wasn't very happy.

I wasn't being my exothermic self.

And for someone that's always been exothermic, that's always been high energy in those sort of, at the end of my, of my, you know, COO stage, I didn't have it.

I just, I wasn't meeting merchants the same way that I, like I love meeting merchants, my favorite thing in the world.

I just, I wasn't,

It was clear I was in the wrong gear.

And it was Toby that identified it and said, there's this other thing.

We could find someone to be the chief operating officer.

And it was actually between myself and Kaz Sagan.

It was Toby Shannon who initially took it.

He was a great chief operating officer, chief COO as well.

Toby almost gave me the permission to say,

This other thing that you think is maybe not enough, it's totally enough.