Kyle Racki

I think what we want to do is build a great product and a great company and be profitable and do that with a small sort of steadily growing team and not trying to grow too quickly.

Oh, good question.

I mean, I think for us, we would want to make sure that, uh, first of all, like customers are taken care of and employees are taken care of, um, you know, making sure nobody gets screwed over that way.

We'd also want to make sure that there's a fit, you know, if our product can fit within a larger company's ecosystem, um, and there's, there's a cultural fit there.

I think then that makes sense because chances are when you get acquired, you're, you're probably going to be working at that company for at least a few years anyway.

And so we'll, so are your employees, uh,

So I think that's really important.

Obviously, the numbers have to make sense.

It has to be enough money that, you know, it meets your own personal goals.

So I think there's a lot to consider.

No, I have a co-founder, Kevin.

Uh, so we have our CTO and we've got three developers, a QA and a, and a product management guy.

Okay.

Got it.

Um, check out the website, propose a five dot biz, P R O P O S I F Y dot biz, not.com.

Cause we can't get it from the guy who owns it.

If you can, uh, we'll give you a finder's fee.

How much?

I mean, I think the boring answer is Elon Musk.

Actually, I'm going to say Alex Turnbull from Groove.