Shyam Rajamani

$70,000.

$70,000.

Yeah, yeah.

So we didn't want to raise too much money at this point of time because operationally we are profitable, but we needed money more to build our tech so that we're moving out of a completely manned

operated service to a subscription-based model and we're selling staffing services as an add-on as well.

So that's the model that we're moving towards.

We have two full-time folks in operations.

We've got two in tech, and we've got about 15 to 20 part-timers who kind of work at the centers.

Well, that's why we're coming into this assessment.

So when we started off, we've been staffing all of our centers because these are schools and schools have a lot of apprehensions in terms of letting people in and who's coming in to use the facilities.

So we provide staffing for the hours that we operate.

And so when we do that, we do a revenue share with them.

But as we've gone along, we've seen that certain centers and certain schools with the right mix of sports, they make a lot of money.

But there are also certain schools, maybe in smaller neighborhoods, might be smaller centers with smaller playgrounds that don't make a lot of money.

And they're not very happy to share revenue base because it takes away a lot of money that potentially they could make.

Understood.

Even though it's a smaller amount.

So what we've started doing with those over the last two months is we've pushed them out to a self-managed model where they kind of manage themselves and they're paying us a flat fee.

So we're kind of experimenting with that.

Customer database is about 1,500 unique customers who have come and paid with us over time.