Shalin Madan

So this is really a question I'm going to answer from an entrepreneur example. The difference between maybe how we went about things and how other companies have gone about things is that we did not receive a tremendous amount of external funding. And that caused us to be very careful and circumspect about how we spent our money, as well as how we were going to grow the business.

So this is really a question I'm going to answer from an entrepreneur example. The difference between maybe how we went about things and how other companies have gone about things is that we did not receive a tremendous amount of external funding. And that caused us to be very careful and circumspect about how we spent our money, as well as how we were going to grow the business.

So oftentimes when you hear technology businesses, especially from Silicon Valley, there's a race to build the technology, perhaps before that technology is needed or there's a true use case for the technology. At least that was my observation. We had a service side to it.

So oftentimes when you hear technology businesses, especially from Silicon Valley, there's a race to build the technology, perhaps before that technology is needed or there's a true use case for the technology. At least that was my observation. We had a service side to it.

So oftentimes when you hear technology businesses, especially from Silicon Valley, there's a race to build the technology, perhaps before that technology is needed or there's a true use case for the technology. At least that was my observation. We had a service side to it.

And so the trade-off that we had to make, particularly in 2020, 21, 22, which was an absolute boom year, of course, for many companies, was automation for taking in business and basically using a technology-like process to run a callback. And we decided to do that. We had to do that because we didn't have a war chest to fund it.

And so the trade-off that we had to make, particularly in 2020, 21, 22, which was an absolute boom year, of course, for many companies, was automation for taking in business and basically using a technology-like process to run a callback. And we decided to do that. We had to do that because we didn't have a war chest to fund it.

And so the trade-off that we had to make, particularly in 2020, 21, 22, which was an absolute boom year, of course, for many companies, was automation for taking in business and basically using a technology-like process to run a callback. And we decided to do that. We had to do that because we didn't have a war chest to fund it.

But I think that was ultimately the decision because it allowed us to grow a book of business, a recurring book of business within our accounting business, which we have thus far redeployed the sort of cash flows that are generated from the service business into technology with the belief in it. And eventually, yes, a pure technology solution will be the outcome.

But I think that was ultimately the decision because it allowed us to grow a book of business, a recurring book of business within our accounting business, which we have thus far redeployed the sort of cash flows that are generated from the service business into technology with the belief in it. And eventually, yes, a pure technology solution will be the outcome.

But I think that was ultimately the decision because it allowed us to grow a book of business, a recurring book of business within our accounting business, which we have thus far redeployed the sort of cash flows that are generated from the service business into technology with the belief in it. And eventually, yes, a pure technology solution will be the outcome.

Of course, not just in our industry, but every industry. But it's really about the pathway as to how you get there as an entrepreneur.

Of course, not just in our industry, but every industry. But it's really about the pathway as to how you get there as an entrepreneur.

Of course, not just in our industry, but every industry. But it's really about the pathway as to how you get there as an entrepreneur.

So is the $64,000 question, right? It's you have a limited number of resources and you have a limited number of needs and desires. The simple answer, of course, is you go with what the highest priority items are. There is a tendency with a lot of firms and people who have vision, I think, to want to build lots of products and think that would be lying perhaps if I didn't say that we

So is the $64,000 question, right? It's you have a limited number of resources and you have a limited number of needs and desires. The simple answer, of course, is you go with what the highest priority items are. There is a tendency with a lot of firms and people who have vision, I think, to want to build lots of products and think that would be lying perhaps if I didn't say that we

So is the $64,000 question, right? It's you have a limited number of resources and you have a limited number of needs and desires. The simple answer, of course, is you go with what the highest priority items are. There is a tendency with a lot of firms and people who have vision, I think, to want to build lots of products and think that would be lying perhaps if I didn't say that we

guilty of that as well. But I think that as the company matures, as your vision matures, as your product matures, you really begin to focus on that product and making it better. And that's really what we're thinking.

guilty of that as well. But I think that as the company matures, as your vision matures, as your product matures, you really begin to focus on that product and making it better. And that's really what we're thinking.

guilty of that as well. But I think that as the company matures, as your vision matures, as your product matures, you really begin to focus on that product and making it better. And that's really what we're thinking.