Sam Caucci

So we started building the product and, you know, we launched the product in early part of 2014.

And I've been kind of at the race ever since.

2014, first year selling the games.

We sold 20 platforms in year one.

So we were just around $250,000.

2015, we're just shy of 700.

Yeah, so, I mean, the biggest challenge for us has been most of our revenue with a new product has been up front, right?

Because we didn't take any outside funding.

Yeah, so we bootstrapped.

We're now only starting to begin the fundraising process, but being totally bootstrapped, cash is king.

We were trying to motivate everybody we sold to to pay us as much as they could up front.

61.

OK.

Yes.

I mean, we make our biggest impact in small to mid sized companies.

And it's really been a strategic choice, to be honest, Nathan, because, you know, if you look at like enterprise grade training products, there's all the companies.

that's where all the competition is.

Blackboard, Kaplan, Scholastic.

These companies have all types of platforms that they try to, but they're mostly learning based, right?

They're not, you know, we don't have any direct game based competition in the way that we're approaching this, but you know, the red comp,