Joe Liemandt

And then after 2000, we started buying companies, not just builds.

So 90s were all organic builds.

And then 2000 was, let's acquire software companies as well.

And that's the ESW chapter.

ESW, and that's continued through it.

And it's a private company down in Austin, generates lots of cash flow.

It's why you can take a billion dollars and say, I'm going to go spend it on education.

That is that history.

So we've been doing it.

And I guess, I don't know if I told this part already, which was three years ago, I went to my team who'd been with me for 25 years.

And I was like, you've been telling me for 25 years that you could run this company better than me.

Let's see.

Good luck.

I'm going to go be a principal.

And by the way, I'm taking a billion dollars so I can figure out and get that going.

So now I turned from boss to shareholder.

Literally, I'm like the worst shareholder now in the world.

I feel like if I was, I feel so sorry for him because I'm like, guys, I need all this capital.

This expansion that McKinsey wants to do, it's going to take $300 million.

So she has to raise money or we're going to have to give it to her.