Steve Tuck

Just yeah um the uh, so but it was a good structure and um, I I would I would actually recommend I mean It's something to recommend.

I remember when we were raising the sea something to contemplate something to contemplate I I we were talking about a tron structure with folks and that got totally shut down They're like, well, you guys are just born weird, but I think it's a good hard tech structure.

So um, we were happy with that structure and

I mean, our job was like, go execute.

Hit these milestones and, you know.

Yeah, I mean, it is important.

A bunch of things, I mean, we always think of the things that are out of your control that go against you.

There are also things out of your control that break in your favor that are also, you know, just the right person comes to the right organization at the right time or the right person happens to have been a fan of the podcast or those things that are just kind of like happenstance at some level.

And we just had a bunch of those break in the right direction.

Which was, it was really sad.

I mean, when we blew that milestone out and you're like, we're calling the rest of the capital.

I'm like, oh, right.

I guess we are.

That's great.

So we ended up blowing that milestone out.

Yeah, so I think this is a really important point, Steve, because I think that the way the venture model works is,

is you put a bunch of small bets out there and you spread them around.

You've got portfolio theory, I'm gonna put a bunch of like little bets if they're pre-seed, and then the bets are gonna get gradually bigger and bigger as the stage advances.

But when you have a company that, and so you would think like, oh, okay, I get it.

Like the model is you put a bunch of bets out there and one of them's a winner and the one that's a winner is enough to pay off like the ones that aren't a winner.