Sharam Fouladgar-Mercer

So it's a tough decision when you're selling something that has revenue for something that is much smaller, but your betting is just going to grow a lot faster.

Yeah, well, thanks.

I appreciate that.

It's tough.

I mean, part of it is having a really supportive board that looks at that and says, we believe that you're going to make the right decision.

So we...

for you in that endeavor.

And part of it is, at the beginning, we said this was the plan.

So even though when they invested, they agreed, this is what we're going to do.

When push comes to shove, and you look at something that has revenue and is scaling, and then you decide you're going to sell that, you get to really see what higher investors believe in the initial vision that you pitch them.

So everyone's quite supportive.

but yeah, it's, I, I'm certain it's a hard struggle that everybody faces.

Um, when you have two products that, uh, that, um, you know, when you're a company, that's not a fortune 500 business, trying to sell two products is very difficult and you really have to, you really don't have time as a, as a company to sell even one of them, let alone multiple products.

CEO that I'm following or studying right now?

I would say Jay Fulcher.

Uh, my 20 year old self knew, let's see.

I'd say probably the only difference is I would probably have pinged a couple CEOs that I would have no right to ping and ask them for a chief of staff job working for me.

Well, let's put it this way.

I wouldn't put out, and again, I'm not as familiar with your podcast, but I wouldn't promote sort of a revenue number of a company if it's below our actual number.

So it's probably better to just not say a revenue number, but you can let people sort of figure that out on their own.