Pavel Dolezal

You know, now is the time.

You know, we have proven the product.

People are happy with us.

Now is the time to actually accelerate.

Well, next for the product, from the product perspective, we are actually coming with some new features for more for the developers, you know, within DevOps kind of like pipelines.

But from the company perspective, we are actually thinking, you know, what to do next because like we have now, we have cash, we have for foreseeable months and we are generating, you know, more and more money.

So we'll see, we'll see how it turns out next six months to be honest.

You know, we got approached by a lot of people that, you know, like,

Until now, we were comfortable with bootstrapping.

If we see that we can deploy more capital than we actually have for market flow operations, we'll think about it then.

So if you say bottom line, you mean like all the expenses or do you define everything?

Yeah.

Okay.

So, uh, uh, we, we actually, until last year, end of last year, we were profitable, like, uh, and we, we had like 600,000 profit.

And, uh, we, we started, when we started hiring all those new people in June, July, we actually made the decision that we will go, uh, within the next six months, we will not be profitable and reinvest all of that because we were hoarding the cash from last year.

So as of now, you know, like we are minus, but it's, it's, uh,

It's something that we made by decision to invest.

Well, apparently, you know, like the normal ones, you know, you would say actually like some Waltons made in America or the, you know, book from the guys that made Aldi, because that's really, you know, like people who made the business from the bottom up into large, large scales.

Yeah, I was thinking about it.

I actually do follow a lot of founders.