Joe Payne

And the people that you sold to in that business were IT people.

And you were selling to old organizations that hadn't moved to the cloud yet.

So you could see where that business was going to go long term.

And also, we were selling now to security people.

So our focus is on a completely different buyer solving a completely different problem.

And one thing I would tell any entrepreneur is you better be focused.

If you want to disrupt an industry, if you want to win in a space, you can't have lots of different products doing lots of different things.

You can do that when you become bigger and your CrowdStrike or your GE or some large company, you can have lots of different products in your bag.

But if you want to disrupt a market and win in that market, you better be very focused on it.

So that's why we did that.

And it made a lot of sense for us.

And we sold it for $250 million.

So we put a lot of cash on the balance sheet.

Sorry, Nathan.

I messed you up on the numbers.

The $50 million was the insider product.

It's the product that we kept.

That product is at $50 million.

The old CrashPlan product was another $70 million or so of ARR.

So we were $120 million.