Tim Doyle

And so there's a big leap from a business shape perspective to do those things.

We just never really wanted to make that leap.

So that business, like I would call like a small business, but not a very, you know, not a great business.

Then we had a skincare business.

which was a good business, but really struggled on retention.

And actually, I think we just screwed up the execution.

We're trying to do too many things at once.

Skincare businesses can be exceptional businesses because markets change really quickly there, which means that you get a lot of opportunity and then people are really willing to try new products.

And so you get a shot if you build a skincare business.

The problem that we built is like, we built on the promise of personalized skincare and then really couldn't solve the personalization problem after the first dose.

And so that business kind of

Blew up, it was going really great, kind of zero to 20 million six months or something, maybe shorter, maybe shorter.

And then we realized that kind of post order three retention was really dropping.

And so it was a hard business to kind of continue to scale.

Then we had a sex toy business, which is a great margin business as well, but has a very hard marketing challenge.

We thought we could solve the marketing challenge, but with a one-off purchase style business that obviously that category is, you had to work so hard for a transaction and then there was no follow-up transaction.

So it didn't really make sense.

Yeah.

And it's a bit of a niche category in itself.

And then we had a menopause business, which was pretty good, which became Juniper.