Larry Kim

And look, I think if you think about...

where we were able to get on that runway and what the alternative would have been, I think that this is a no-brainer, that this generated an incredible outcome, probably tens of millions in enterprise valuation.

And, you know, significantly a better outcome than the call it tens of thousands of dollars of interest that I paid over a period of like under a year.

So we did pay off the loan.

It didn't make sense to have like, you know, 5 million in the bank making, making 4% in the bank or whatever.

And, you know, paying out like the interest on like, you know,

That was two emails to your collaborators and then just wiring.

And then, and like, you know, adding customers, understanding the use case better and, and you know, still, still using the old business to, you know, pay the bills and stuff like this, but really growing this, this sales outreach automation use case and, and also AI, which, which is a super transformative use cases and, and moving up market and,

We'll call it a mid to high single digit millions in AR.

Um, you know, uh, I think, I think that there's, uh, we did a calculation that there's over two years of runway.

So, uh, uh, I, I, I think emphatically, yes.

Like the, uh,

the climate is not like one where you can just spend like drug concealers and assume that there's going to be someone willing to, to bail you out at the end of that.

You, you need to think about your, your efficiency numbers and you know,

is it do you do arr to burn or burn the air which one do you do you know people do both it's a it's just as long as you understand the relationship sure sure yeah it's uh uh we're burning less than a dollar for every net dollar of arr being added which uh you know if you believe

David Sacks or whatever that guy.

We never see that, he says.

It's about a third of the team, so 15.

No.

You start, of course, you write the software for your prototype and your version one.