Lonnie

And we had proposed as an executive team something different in terms of looking at founder path and basically got the nod to go ahead and move forward in continuing to talk with you guys.

And so I think, and I'll stop there and let Andy take it from there, but we had, you know, it was a really refreshing approach.

And then we were geeking out a little bit, Nathan, about you personally and the work that you've done in your company and how you do it and your podcasts and your knowledge.

And, you know, so we were kind of communicating back and forth with everybody.

And I think everybody was, was really eating that up.

So Baron, I'll let you speak to it, Andy.

Yeah.

It was fresh.

So.

And then I'll just add, Nathan, if I may, a little color to that as well.

It followed Andy all the way through that.

I remember all those days, Andy, as we were going through it.

And I think all the way back to Tom, you know, Tom had felt like he had run his course with what he had contributed to the company.

Yeah, and I think there's those different stages of the company where a founder or an executive comes in and says, okay, I've taken it from zero to 10 or whatever the case may be, and who's going to take it to 10 to 20, and what does that actually mean?

And I think that's part of what we saw.

And then when Dave decided to step away from the company, it was good for his own health.

He had some other ideas and recognized, I think, respectfully that maybe there was some different leadership that was needed to move on from there.

And then also the CFO at the time, within a 30-day period or so roughly, had also kind of come to that same conclusion.

I think the message of that is that that's why culture is so important.

And working with teams closely is because we work hard and it can wear people down.