Jason Andrew

And then I started doing a ton of market research, assessing the risk and realize again that we had a very immature product and looking at the competition that just the life cycle for us to be able to scale to the next level and get where we thought we were going to be wasn't the path that was going to work.

And so we tapped out and it was a really good tap out.

I'm thankful for it.

But thank you.

That's it.

It was $160 million, which is the size of many IPOs.

Absolutely.

It's both.

We've got some services and some SaaS revenue.

So if you're thinking of Guidewire software or iPipeline in the insurance industry, we do both.

But it's a SaaS model.

We're at 60-40 right now.

So 60% is service and 40% is recurring.

That's increasing every month.

Yeah, I think the way that if we look at kind of some of our companies that we look to aspire to be like down the road, they're probably the reverse.

They're probably 60 SaaS and 40 services.

And that's the way this industry really works for bigger companies.

And we're trending in that direction.

So in the employee benefits industry, think about 96% of all businesses in the country have less than 50 employees.

That's probably the most fragmented business.