James Sturges

So there's a lot of things that our product does.

There's a lot of things our product doesn't do right now that we wanted to do.

And so the best thing I think that we did is starting to work with customers as early as possible to understand, you know, here's here's what we think is needed.

Right.

Because this is we're building this from it's a passion play on what we believe from our own experience we really wanted.

So what are the what are the pain points in knowledge management?

And so we believe that it can do X, Y, and Z, and A, B, and C are the crucial features.

And going out into the market and finding, well, A and B are crucial, but C is not really, but we really need D. Does that make sense?

To drive growth, exactly.

No, no, no.

The only reason we really wanted to raise it is to grow and to grow faster.

Sure, yeah.

Initially, we were thinking, let's grow organically and kind of hold all of the ownership and kind of do this on our own in a very safe way.

But what we found is there's so much demand

Um, you know, cause initially we wanted to sort of validate, yes, we're on the right path here.

This is in fact, a thing that people want.

And so now initially there was, there was so demand from our first few customers and we learned so much from that.

So I'd say probably our core business is in about a dozen customers.

Okay.

And those dozen customers probably have... Go ahead.