RJ Friedlander

We just launched two.

So they acquired us at a point where, you know, I live in Barcelona.

So to use football terms, it was it felt like halftime.

Right.

There was still a lot going on.

There was a lot of work to be done, you know, as a CEO, as a person emotionally and professionally vested in this company.

So a lot of the motivation came from that, the fact that there was still a lot to do.

Secondly, when Shiji acquired the company or 80% of the company, they gave us, you know, they invested into the balance sheet.

So all of a sudden we had more capital to scale the business than we'd had to get it to that point, right?

So we had more resources after being bootstrapped for so long.

Thirdly, that 20%, I have a significant part of that 20% and an agreement to stay with them and for them to acquire the rest of the shares over three years.

So two years has passed.

Um, we're on path, we're on track to, by the end of next year to more than double the size of the company.

So there was a, there was a motive motivation emotionally, lots of work to be done.

And then there was also an interesting and motivating, uh, uh, incentive economically to continue growing the business as we've done.

No, no, not at all.

So what happened was our original investors, which were individual investors and some well-known entrepreneurs and then also a small venture capital fund, they, earlier on, they all exited with between a two and a half and a 28 time return.

So all of our original investors left the left

and they were paid out.

And then there was an additional investment into the balance sheet.