Soumya Murthy

And then, of course, we all got hit with that 2020.

And for us, it was negative $20 barrel of oil.

And so we got hit again and needed to retrench.

This was survival.

So if y'all are into what that piece is going to be around, I'll talk a little bit about context switching and what we did there.

And also, there's a whole bunch of unpaid emotional labor that happens during survival.

So I'm going to talk a wee bit about what we did in addition to managing numbers on human beings.

And finally, the myth.

We were really focused on busting the myth that it's lonely at the top.

Because that really doesn't work in a startup environment.

So I'm going to talk a bit about those.

Just as I said in those pivot points from a revenue perspective, the first people pivot was around really when we hit the ground running product market fit.

The second one's going to come around the $4.99 million number.

And the third pivot's going to come around when we were doing our survival mode and we were acquired in May 2022.

So, setting the footprint, pivoting into 2016.

This was, like I said, a solid $15 million revenue services company.

Awesome founder, awesome company.

We were in the product stage of, of course I'm going to say that, product market fit.

And the critical expertise this company already had from a functional perspective was oil and gas.

Badass oil and gas exploration and production.