Mads

So, of course, we had the luxury of knowing many, many companies in the ecosystem.

And the one that we really wanted was also the one we joined forces with.

But if, for instance, Eric and the investor said, no, we only want cash or we only want shares for the matter, then we would have a challenge because that's also kind of the go-to M&A strategy we have from our board and investors, which we believe is the right thing and very important.

And as mentioned, Chief Revenue Officer Christian Dorman and myself before have both sold our companies and acquired companies and seen

what can you do well here and what have we really done bad and our fair share of mistakes.

So we've learned from that and then taking them into Dixit.

Yeah.

That is not our strategy, actually.

Our strategy is definitely going for the people and product.

That's an if.

We get, of course, some growth momentum into a go-to-market engine, standalone or combined, and there is some ARR included.

Of course, that is great, but it's a positive side effect.

At this point, we are acquiring companies from the people and the tech and the IT and the product.

That serves our big, big goal and vision of creating our own category and

creating what we call value experience, and basically getting to not a valuation metric, but a value metric around custom friendship score.

So it's Olivio, and it's Saltmate, and it's Samiros, and then the Dixit platform in the center.

Correct.

So Olivio being the knowledge platform,

SolveMate be the automation platform, Mirrors being the custom intelligence or the intelligence platform, and then Dixit being the experience platform in the center.

It's not a launched idea, but we're happy to share our...