Phil Reynolds

Yeah.

No, he didn't actually.

He exited the company a year before me.

So he exited right after the Series B. He was like, Series B and the nature of this has changed enough.

And I think I want to do something else.

And I stuck in there for another 18 months, being founder guy, running the company with the private equity firm.

But it was definitely a different world.

So I had this really nasty problem at Brightcore that I was never able to solve with existing project management tools.

And it goes a little something like this.

If you're a meaningfully sized enterprise software team, you probably have multiple products.

And those multiple products have their own sort of like roadmaps that are going like this over time.

But if you're an enterprise, you're also implementing those multiple products for multiple customers

and they have their own timelines that they're trying to hit for their implementation.

If you take a layer into that, a series B private equity firm who has their own ROI calculations on when they want to see certain things get, you know, they've invested, as you said, $47 million, I want to see a return on this.

You're not trying to manage kind of this dimensional data problem.

I have these projects and it's just one team, one project.

I have like an authentication module or I have a payments module or whatever it is.

But there's all these different stakeholders that need different things out of it and they'll have different roadmaps.

And I could never solve that problem at Brightcore.

And it led to all sorts of pain and complication in the process.