Manny Medina

Yeah.

I'm thinking of the output metric.

Then, you know, I sort of forego a lot of steps in the middle.

So the, the, the,

the broader way to think about this is play it all the way out to cashflow positive or to some kind of like give it that number and then figure out how much money do you need to get there and then double that.

And then that's your new minimum.

No, no, no, no, no.

We're growing too fast to do that.

And then we're in a tricky situation that we are, because we're so sales driven, we have to buy the capacity at the beginning of the year, ramp that capacity, make it productive.

And then that delivers a double.

So every time we double, we have to sort of execute the same trick.

Now that all becomes sort of like self-sustaining in about a year or two.

And that's not even including international.

And that may put a dent in the whole plan.

That is south of three.

I still think Fast and Slow.

No, Henry, I take notes from Henry.

You know what I mean?

When I grow up, I want to be like Henry.

I would still say Google Docs.