John O'Shull

you know, it had gotten to a point where it had lost its way.

And, you know, what I'm known for is a leader that comes in, rapidly understands what's going on, rapidly understands what needs to be done to fix it.

And then more importantly, rapidly putting in place a plan to grow it and increase value.

And so, you know, that's how they came across me.

And they said, you know,

are you up to the challenge?

And I said, Oh my God, absolutely.

This, this is a, this a lot of fun, but you want me to give you the 32nd history on, on the drive?

Well, let's talk about the product though quickly first, because you have three product lines that this SCT product, a thing called bully dog and then derive VQ.

Just, I guess who first, who is the buyer?

Who is buying this stuff?

So let me, let me give you a quick lay of the land drive.

Think of the drive as a company.

with two business units and three brands.

Our two business units are the enthusiast business unit.

So that's any car enthusiast.

So if you've got a Mustang or a Jeep or a pickup truck, et cetera, and you want to tune it and get more power out of it, et cetera, that's what's called a car enthusiast.

And so that's one business unit.

And then the other business unit is the enterprise business unit, which is more corporate fleets and fleet management, etc.

And then, as you mentioned, the three brands, SCT.