Mads

So no specific amount was actually earmarked for M&A because General Atlantic and existing investors actually are able to allocate extra funds to projects like the one we've been through, the double acquisition here and the acquisition of Saltmate specifically.

So it...

The good thing is there's no real boundaries around what we can use.

But, of course, every company tries to preserve the cash for the organic growth, for opportunities coming ahead.

But we have had opportunities where we've actually been able to preserve a lot of that cash and make other facilities for these acquisitions.

Yes, a small amount went to secondaries for, as you just said, founders, some founders, early employees, some very first business angels, taking a little bit out for house or apartment or for savings.

Yeah, so first of all, the first part of this strategy actually started one and a half years ago, a little bit more discussing it with our existing board and investors and in the management teams.

So we knew that we had some really, really strong partners in the ecosystem.

So our approach is actually, it's a kind of a luxury approach because we know the companies very well.

Of course, we have several partners within knowledge base, several partners within chatbot automation and so on and so forth.

We quite early realized that we have to invest a lot into the core of our platform, routing, automations, on the conversation side.

However, there is some really, really core tech and talent.

Plus, I go to market angle.

We always have to remember, which is difficult in an ecosystem, that we probably would be able to build ourselves at some point, maybe,

But it's a big maybe.

It's a lot of risk.

There's a lot of talent and leadership that we have to organically drive.

And time to market disrupting one of the largest software industries in the world, like the customer service industry.

It's a $300 billion if you include CRM and some MarTech.

you have to move very, very fast.