Niall Tallon

You know, we're really going from being a rurally focused alternative network operator to being a nationally focused reseller.

And I think if you look at other companies in the market who have a similar number of customers, we would benchmark in terms of the number of employees that we have similarly.

But for us to be sustainable, for us to be able to regroup and grow, the company needs to restructure its economics as a reseller and not as an operator.

as difficult as those changes were this year.

Yeah, well, I mean, I'm very lucky in that I have a longstanding relationship with a team group with both Alex and Haik Yesian.

The relationship goes back probably 14 years.

It really comes from a period where I was working as a strategy consultant with Ericsson.

And I would have completed three or four projects with them in terms of looking at how they would grow their business, their business planning, their fundraising.

That's how we built our relationship.

But equally, as I mentioned at the beginning of our discussion,

When I first found the opportunity and learned that Imagine was for sale, it would not have been realistic for us to pull together a team without someone like Team Group.

We needed a strategic investor.

We needed, you know, someone who could bring additionality, competence and expertise, as well as finance to the change.