Khuram Hussain

we were really one of the first companies to kind of approach that.

It was a lot of hard work, but you know, inherently social networks, you know, help in that like Twitter and Facebook, you know, where, what we were doing, we were pulling in active friends and followers of different people and, you know, opting in.

sharing our information with them as well, which they invited, you know, they were managing their address books.

So it was a pretty network type of product, you know, consumer focused.

So it provided a lot of opportunities for us to build hacks, which are, you know, kind of talked about today as well, you know, especially your address book.

This is a company called MyLife, you know, which was a social network as well, based out of LA, owned by MTV, among others.

And until the day I got, you know, like got approached by them, I had never heard of them.

You know, they had like, you know, over a hundred million users themselves.

Well, actually, the contrary.

I think our biggest value was our user base and our engagement.

So because this was a much more consumer-focused application, we were still in the process of thinking, how are we going to monetize all these users?

We were really focused on the experience at the time.

We were about 12 people.

Yeah, yeah.

That was, you know, we were quite fortunate at the time.

You know, we were still like focusing and thinking of maybe raising money and going big, et cetera.

But we were so focused on value.

So just to your point earlier, you know, so the acquirer may not necessarily be looking for, you know, revenue, but they may also be looking for a platform which can help, you know, increase their own platform value

and also making sure that they can increase engagement of their own system as well if we've got a good experience.

That's something I cannot share publicly.