Matt Ford

And now that we've had three years in the market, it's just quite obvious that this business should be sustainable and profitable as a default.

And there's always more things we want to do with innovating.

We're considering adding payments onto the platform.

We're considering what other customers we can expand into.

But if we're doing that from a place where the core business is profitable, then we're not having to fundraise to avoid a layoff at the same time that we're evaluating these new options.

We know the default is, hey, we got a good group of people that love what we're doing.

We got a customer base that's like hooked on our product innovation.

Like that's the default.

Great.

So now we can, now we can use that, you know, that foundation and look to more and more ways that we can innovate.

And for me, I'm like, you know, if, if a fundraising opportunity emerges, not out of need, kind of what you were saying, like you're just for the founders getting rich of it.

Like we're finally in a place where we can like, we're coming up on fundraising for opportunity versus for need.

And I think that's, you know, extremely exciting.

Yeah, I own a nice chunk.

And back to your question, how do I think about it?

It would be great to own a greater percentage of Prism, but this is the furthest I've taken a company.

I own an asset that grows directly with how much I succeed.

I'm in complete control of my most valuable asset.

It's more than anything else.

No co-founders.