Jason Wilk

But we did have to make our shift.

And ultimately, when interest rates went up, any company losing money, investors sort of wrote them off to zero because they were worried about their need to raise capital and how dilutive and expensive raising capital would have been.

Therefore, we had to get the profitability.

That was the only thing that mattered

And what's unique about Dave is we didn't have to do any layoffs to get there.

We just focused on building our gross margins and, again, getting that clear growth plan communicated to the street and everything else kind of followed suit from there.

Yeah, we never had like a, you know, I'll show you or I'll get back at you mentality.

There was really no one to point fingers to, right?

You're looking at like tens of thousands of investors.

It's such a macro driven event.

We couldn't really point too many fingers other than the investors that sort of sold early before we had a chance to get our foundation as a public company.

Showed them.

Well, back to the customer perspective, all we cared about was making sure we were serving our members.

The members didn't care.

As long as we were keeping the lights on for the business, that's what mattered most to them.

And I don't think any customers ever wrote in asking, is the Dave stock going to ever recover?

And so I think when it comes to the board and the team, you have to take a very calm and collected approach, you know, really unpack what's going on.

I think what's unique about Dave in this scenario, though, is there was never any issue with our business.

It was such a macro driven event.

It wasn't like we lost some big customer or we had some customer churn problem.