Stephan Goss

Basically, what we ended up doing is we ended up taking that question-asking model and just scaled it way up.

So now we have hundreds of questions.

We obviously don't ask everybody 100 questions.

It's usually somewhere between 8 and 10 questions.

But literally, we took that model, and we literally just asked people questions, up-valued the lead first, right?

Because what the questions really allow us to do is to find data points like, are you diabetic?

And if they are a diabetic, suddenly the value is just massively greater.

And so we do that for car insurance.

We do that in dozens of different spaces.

And so, yeah, that's exactly what we still do.

And so the lead value is really more of a composition of all your answers than actually just like one lead.

But yeah, that's still pretty much the model.

So top line was right around 39, I think.

Total ad spend, I would put right around like the 20 to 25 range.

Honestly, I don't know that a number, just as a standalone.

in there as well and then you just take whatever's left to the bottom line huh correct yeah the team is about 25 people right now and what do you do with what goes to the bottom line you just reinvest it for next year upgrade the office space or what so i've spent the last two years basically reinvesting that money on the zito side so that's kind of how we pivot into that if that works okay that's perfect yeah so how much personally right now have you put into into zito to get it going oh man i don't even count it that way because the two companies kind of just balance right out how do you count it

While we just break even overall.

Got it.

So that's kind of right.

So we basically take all the money from the one company that is the profit and then put it into the other company.