Mike Lapchick

That's right.

That's pretty much it.

Yeah.

So just to add to that, some nuances we, um, uh, the, the first five years of the four years of the company really were in, in creating this network.

So, so my approach was to create a sticky network.

Um, so on the wall of the company, it says never a barrier to join, never a reason to leave.

And, and so we, we, we, we,

We wanted to build this network, this dependency between the retailers, the manufacturers on the network, and then figure out how to monetize it later.

Not when I say figure it out, I mean prove out ways to monetize.

We knew what we wanted to do, but once you have that network, you can throw all kinds of revenue options at it, right?

Some will work and some won't.

But but you've you've unless you're an idiot, you've got a you've got a guaranteed cash machine there.

So so spending the first four years and doing that.

Yes, smart.

I still I would do it again today.

The only difference that I would make is that I wouldn't do it in Chicago.

I wouldn't fund it in Chicago.

It's the most conservative bed of investors in the country.

These guys are bankers.

You know, you go in with their looking at EBITDA, not top line growth.