Santiago Suárez

And finally, we're like, okay, EBITDA.

And now these days, we even optimize our taxes because we're trying to optimize that income.

So it just focuses the discussion.

By the way, it worked really well, but now that you have three very different business lines, we're starting to play with it a little bit more and saying, what are the, but so we call them the L1 metrics.

One or two, maybe three KPIs that we want to track.

But even then, it's three, not five, seven, because once you get to five and seven, no one knows them.

So that becomes hard.

Which was a great thing about profitability.

And by the way, for what it's worth, I actually think one of the biggest challenges we had after we hit profitability, it's kind of like the dog that catch the bus.

And they were like, profitable.

Now what?

But now it turns out we knew it, but it was such a core thing of every weekly business review for three years.

Then once we actually got there,

We even had to do a lot of like company education because we start, we stopped talking about it on a weekly basis.

But we said the same way that no one says you should show up to work wearing appropriate clothing.

That's like, that is profitability.

It's just like an expectation.

Like we've gotten, because we were like, well, if we don't talk about it, can we be unprofitable again?

And we're like, no, you cannot be.

It's just a necessary part of what we do.