Jayesh Parmar

Yeah, so what we did end up doing is that institution came on and then we had priced out at that.

So it converted at a price.

Yeah, that's right.

Oh, shite.

Golly macros.

Less than 10 grand.

Totally, it was nothing.

I can't even remember what the revenue was.

Yeah, less than 100 for sure.

No.

See we jumped around a little bit I mean our whole thing was is that we really at that time what we decided to do is a crowdfunding for events model the whole idea was being an event organizer myself I wanted to de-risk events so what we did is we created this this platform where it's you can go out there get a certain amount of buyers at a discounted rate so you can incentivize them and if you hit that threshold that will go on if you don't everyone gets their money back.

beautiful work extremely well the problem with that is that there's no lifetime value of that customer uh once they get sort of market validation it's gone so we pivoted and then we pivoted into another model where it's like okay well why don't we try a pay what you want model which again worked phenomenally well but then we confused the market because they're like okay how do i pay what you want i don't you know this doesn't make a lot you can't get you can't give people that much choice they don't they won't make a decision

Yeah.

So that's exactly what ended up happening.

And people would pay us and then sometimes they'd throw a check and the mail would come randomly.

So it was just, it was, it was just, it was cool and weird and it worked.

And then finally I was just like, okay, we want to take friction away, but then we added this other layer of friction.

So then I was just like, okay, we're giving the whole bloody thing away for free.

So we gave this premium one.

It's like, I feel like the ticketing world is going to be democratized.