Jay Fulcher

It's, uh, we, we're really excited about what we're doing.

Oh, we look at everything.

You asked me, am I in a conversation with somebody?

I'm not.

And if you know something about my background, you know that I've been relatively active and successful in monetizing companies over the years.

So for me, my job is to make sure all the options are on the table, whether we take the company public,

Whether whether there's some other kind of a monetization event out there, quite frankly, like I said, you know, maybe I think you were the one that said it, you know, having the leverage to be able to make those choices as and when you want to is is basically the key for any entrepreneur.

Well, first of all, I think that there are some segments of the private equity market or the private equity community that does think that way.

That's actually been a fairly proven model for them in different enterprise sectors.

I think the HR space, and I think you're well aware of this, the HR space is an interesting one because it's so damn big.

It's just such a big opportunity.

I mean, 99.7% of all companies in the U.S.

have fewer than 500 employees.

So this is such a huge market.

Globally, this is about a $95 billion market.

And so for a lot of us, we have sort of the luxury of being able to follow in the footsteps of companies that have come before us that are now pretty much incumbent companies that have

built software maybe 10 or 15 years ago, and in some cases, unfortunately, even longer ago than that.

And that really doesn't serve the needs of what I consider to be sort of this new nature of work.

You know, these are young companies that have only digital natives that are working in them.

They expect a product to work on a cell phone.