Kevin Davis

But, but I can tell you exactly as you said, it's just a hundred, you know, would be the gross 70 would be the provider payout.

Yeah.

So we were losing money as a company, definitely, especially when we made some of that investment in having the overseas center, which, you know, we as a per agent basis, we were doing pretty well.

But, you know, there's a lot of extra overhead costs.

But, you know, one thing that we really wanted to focus on was trying to get at least positive economics.

I feel it's that's kind of an ethos that gets lost a lot in companies in Silicon Valley where just, you know, grow is kind of like the number one thing without kind of coming up with some sort of positive economics.

I think we did achieve that where if you look at the amount of transactions and on a per transaction, what that cost was, we're definitely in the positive.

But, you know,

if we had kind of scaled that out to, you know, like 500 K or a million per month, for example, um, I think we had some very good early indicators that, um, you know, we would have been profitable at that point.

Uh, so, so we, there definitely was a focus to not try to just grow at the cost of not having a workable business model that actually had profit.

Um, but it's just a matter of, of, we were trying to get to the volume that, that would, um, you know, dictate that.

No.

So, um, it's a little closer to one 30.

Um, we had TV mountings that, that pulled the, the, the average, um, above, and then you had people that added, uh, multiple services on a job.

So, you know, average cart, um, would be about, you know, in the one 30 range with about, you know, 1.2 services.

Ah, that's, that's a good question.

I mean, I can give you a blended way.

Yeah.

I mean, uh, it's hard to answer.

So the blended answer for that is, you know, at our best, we were doing it for about 20 to 30 bucks.