James Marks

We've got about 157 customers.

So there's a pretty big range and how much they've got on storage with us.

As far as what we charge our customers?

No, our P&L is basically the staff and the labor and the rent we pay on warehouses.

So our warehouses are fairly recognizable.

They're not robots running everywhere.

So we've built it.

We're totally bootstrapped.

So it's mostly consumer components.

And then our focus has been on our app that runs our whole network.

We've got three warehouses on it now.

And it's just about getting those processes and systems in place so that you can bring somebody, give them 15 minutes of training and they're shipping orders correctly into the spec.

And so our warehouses look, you know, they're organized and they're clean, but they're not, we haven't put that kind of hardware engineering in yet.

Um, you know, we were cashflow positive before right now we've just gone to cashflow negative.

So we just joined 500 startups and we're beginning a process of, you know, higher, higher burn.

Um, yeah, we, we were, we were profitable before, but we've just, just stopped that.

It is.

It is.

I mean, the only thing that keeps me feeling safe is that I can put the brakes on whenever I want and say, OK, we grew this far and now we go profitable again.

I feel like I used to read articles and people talk about that.