Shalin Madan

I guess I like to say that two wrongs don't make a right. You have to basically correct a wrong, and it is what it is. You take responsibility for it. But where we are today, and I think this is why everybody should be rather bullish, is that it doesn't matter, at this point for us, how much automation there is. We need people. We need people to develop.

I guess I like to say that two wrongs don't make a right. You have to basically correct a wrong, and it is what it is. You take responsibility for it. But where we are today, and I think this is why everybody should be rather bullish, is that it doesn't matter, at this point for us, how much automation there is. We need people. We need people to develop.

I guess I like to say that two wrongs don't make a right. You have to basically correct a wrong, and it is what it is. You take responsibility for it. But where we are today, and I think this is why everybody should be rather bullish, is that it doesn't matter, at this point for us, how much automation there is. We need people. We need people to develop.

a service we we just need people in terms of where our staffing levels are i'm very happy with how we've been able to optimize technology our staffing our business in general and get past that mistake i'd also mention that when you are early in a business you will make a lot of mistakes and your reputation can suffer frankly for a couple of years

a service we we just need people in terms of where our staffing levels are i'm very happy with how we've been able to optimize technology our staffing our business in general and get past that mistake i'd also mention that when you are early in a business you will make a lot of mistakes and your reputation can suffer frankly for a couple of years

a service we we just need people in terms of where our staffing levels are i'm very happy with how we've been able to optimize technology our staffing our business in general and get past that mistake i'd also mention that when you are early in a business you will make a lot of mistakes and your reputation can suffer frankly for a couple of years

I remember back in the 90s, back in 95, 96, you would try to call AOL, America Online, by modem and it would always be busy and you'd never be able to get on. They lost a lot of customers. I remember I had to quit AOL and go to somewhere else because I literally couldn't get through.

I remember back in the 90s, back in 95, 96, you would try to call AOL, America Online, by modem and it would always be busy and you'd never be able to get on. They lost a lot of customers. I remember I had to quit AOL and go to somewhere else because I literally couldn't get through.

I remember back in the 90s, back in 95, 96, you would try to call AOL, America Online, by modem and it would always be busy and you'd never be able to get on. They lost a lot of customers. I remember I had to quit AOL and go to somewhere else because I literally couldn't get through.

So in some ways, the company's success can be a turnoff because people who might want to use your service can't use your service and or they're not getting the service that perhaps they wanted in the first place because you're just so busy. Obviously not done intentionally. This is what it is. So I think that we've been able to rectify those mistakes and get past that. And I'm very proud of that.

So in some ways, the company's success can be a turnoff because people who might want to use your service can't use your service and or they're not getting the service that perhaps they wanted in the first place because you're just so busy. Obviously not done intentionally. This is what it is. So I think that we've been able to rectify those mistakes and get past that. And I'm very proud of that.

So in some ways, the company's success can be a turnoff because people who might want to use your service can't use your service and or they're not getting the service that perhaps they wanted in the first place because you're just so busy. Obviously not done intentionally. This is what it is. So I think that we've been able to rectify those mistakes and get past that. And I'm very proud of that.

The product side is that the next evolution of Formidium is so if you are a company that has built internal software to service your own needs, ostensibly there is a market for others to now use your software. That is the evolution of being a service company. to actually selling your technology to your, quote-unquote, competitors.

The product side is that the next evolution of Formidium is so if you are a company that has built internal software to service your own needs, ostensibly there is a market for others to now use your software. That is the evolution of being a service company. to actually selling your technology to your, quote-unquote, competitors.

The product side is that the next evolution of Formidium is so if you are a company that has built internal software to service your own needs, ostensibly there is a market for others to now use your software. That is the evolution of being a service company. to actually selling your technology to your, quote-unquote, competitors.

In other words, we are perfectly willing to have a separate service business separate out our technology as a separate entity and sell it to people who might otherwise compete with us. So I think that's the most exciting part of our evolution is we think that we're at a point now where our technology is very saleable, primarily because it can be used for complex use cases in the accounting world.

In other words, we are perfectly willing to have a separate service business separate out our technology as a separate entity and sell it to people who might otherwise compete with us. So I think that's the most exciting part of our evolution is we think that we're at a point now where our technology is very saleable, primarily because it can be used for complex use cases in the accounting world.

In other words, we are perfectly willing to have a separate service business separate out our technology as a separate entity and sell it to people who might otherwise compete with us. So I think that's the most exciting part of our evolution is we think that we're at a point now where our technology is very saleable, primarily because it can be used for complex use cases in the accounting world.

we've also built it just as you very well know it is you know just building something that can be put for sale and is usable actually usable not just a nice ui that's powerful that's the vision the vision is to continue what we're doing and start redeploying our resources into kind of the sales and the marketing our software to our peers.

we've also built it just as you very well know it is you know just building something that can be put for sale and is usable actually usable not just a nice ui that's powerful that's the vision the vision is to continue what we're doing and start redeploying our resources into kind of the sales and the marketing our software to our peers.