Nathan Berry

Um, it'll be 400,000.

We, our goal was actually to lose money in the second half of the year.

We, we have not spent much on advertising as a company this year.

We're like, okay, we're going to double down and we're going to spend aggressively on, uh,

brand and product advertising.

And we didn't do that.

We spent a bunch in the first half of the year, but we were still way more profitable than we expected.

We doubled down further in the second half of the year.

And our accounting team last week was like, guys, we're still profitable.

So it's going to be smaller.

I think the average check size is going to be five grand instead of

like the 11 that it was last time but do you hear any pushback from teammates when they sort of already calculated what they think their check's going to be and then you guys decide you want to spend more aggressively so there's less profit to share and how do you balance that yeah so one we like the same all the transparency that you see on the outside we have even more transparency on the inside so for example um

We have full open books so everyone can see all the expenses, see what we're spending and everything.

And we just are really upfront about all of the trade-offs in the business.

So we talk about this short-term versus long-term and what the effects are with compounded growth and everything else.

So I think of compensation in two different ways that kind of makes a quadrant.

So I think of short-term versus long-term compensation.

And I think of guaranteed versus performance-based.

So short-term guaranteed is salary.

Long-term guaranteed is like 401k match, you know, retirement.