Jessica Rovello

It seemed like it was the right thing to do to say, listen, we understand that you invested in us in order to get a return.

And that return may take significantly longer than your fund is prepared for.

And so rather than feel like you have to hold on to something that who knows when there will be a liquidity event, and rather than us feel like we have to make decisions

um, for the business based on our investors outcomes, as opposed to our employees outcomes or our company's outcomes.

Um, and luckily, you know, we had, we had the, the ability to do it.

Um, it just seemed like the right thing to do.

Yeah.

Well, I mean, I can't tell you specifically what the dollar amount was or how it was financed necessarily.

I'll just say that the company is profitable and has been profitable and is healthy.

And we were just in a position where we could make them an offer that was palatable that gave them a return on their investment.

it was more than they put in.

Yes, they put in $5 million.

You know, I didn't, I don't, that never was on the table for us.

That was not something that was discussed.

And I'm sure everybody comes to a negotiation like that from a different place in terms of where their fund is or what they're willing to accept or what they're not.

Just for us as entrepreneurs,

as business people who value in all of our relationships, our integrity and doing what we said we were going to do, we felt like they trusted us with their capital and, and it allowed us to continue to grow the business for a number of years.

And just because our paths were divergent, didn't mean that we didn't want to try and do the best that we could.

That wasn't going to harm the business in terms of, you know,

what they came into the deal for, which was to get a return.