Puroon Shahada

So we are focused on lining up the partners for it.

So I'm gonna switch gears here and talk a little bit about where you need institutional capital.

So once you've built good partnerships, you have a good product,

You start to get into, and in my case, there was debt to be paid off, right?

You know, there was debt because I'd bought back my co-founder in the business and the other partner as well.

Taking on debt, if you're married and there's whole family and the greater family, everybody's going to be like, you are crazy.

You should do something about this, right?

There's all kinds of other pressure that comes at you.

So I wanted to clean slate this if I could.

That was the first reason why I thought I should take institutional capital.

Secondly, I think taking on some capital allows you to really truly think about how high you could fly.

Like in my case, opening up an office in UK, in Australia, in Canada.

by just test marketing in a single salesperson to see if those markets grow, which they have all grown, by the way.

We have hundreds of customers overseas now.

Without institutional capital, it would have taken me that longer.

Getting to really invest in the team,

The talent density goes up astronomically after you've raised money, you know, with some big valuation numbers or big checks because people want to come and work at your firm and you are inviting your friends as well.

So I think, you know, you really get a chance to think about the organization that will truly scale.

I talk about building a championship team.

And that's what it comes down to.