Ross Berdorf

So, you know, I find it, and this is where there's this big, in addition,

These people don't churn, logo churn, like other mid-market products because if the person fails, and we really want to think about this in this fashion, if this person's business fails, they're still a person.

They're still a side gig.

It's not like they became extinct or they went off of the

the face of the planet.

So we really want to keep them or future plans have got like, why isn't there just a reboot button where they just hit reboot, they rename their entity, they rename maybe their DBAs, they redo, amend their formation, and then they restart again.

you know, change their website up, but they don't have to go through this process again, but they can still keep their, their, a new idea they can kick off.

And I think this is really the, the, for us is to treat them more like as the world moves this way is everyone should have one of these aside gig.

And, you know, we want to failure as part of these businesses to,

But it doesn't have to be the fact that you have to reinvest in a new idea.

We want to lower that friction initially and lower it so that you can maybe have two, three, four, five gigs.

I'd rather see our customers paying us $1,000 a month and have five different companies.

Because that makes more sense than having a single company until it's got 10, 12, 20 employees.

Then they could move into that range.

But when they get up and running, they're going to be sensitive to pricing.

Yeah.

And that was led by Graycroft.

We don't need to raise money right now.

we will be profitable next fall.

Got it.