Sam Caucci

I think so many startups don't think about the current state of their sales pipeline as their

having active conversations around fundraising.

We have a number of very large enterprises that if they close within the next two weeks, they might drastically change the way we think about the current seed round.

We might just close it, call it a day, until we have to come back to Series A in a few months from now.

So we're in a very, very strong position.

We have a few pretty big active, pretty big clients, very large hospitality client in our pipeline, a very big automaker in our pipeline, and probably one of the biggest sports leagues in the world in our pipeline.

If two out of those three close in the next 15 to 20 days,

We might not need to raise as much as we have currently up on the board.

I think you have to be proactive.

So as a founder, my responsibility is to drive the ship with my team like we're not going to need to fundraise.

However, it would be irresponsible of me to not still have active conversations going.

So 100%, we've built this business here by selling to customers.

I would rather raise money through sales.

However, you have to think worst case scenario all the time.

I think that we're trying to grow something to, you know, I look at this kind of like we're, we're running, we're running a, we're running a hundred meter dash right now.

And we got a, once we get through the a hundred meter, we'll figure out if we want to run the 200.

And if we get through 200, we'll figure out if we want to run the marathon right now, we're not at, we're not at the Usain Bolt or at about the 50 meter mark.

And, you know, the a hundred meter mark is the ARR goal we have for ourselves.

And which is what?

1.3 million.