Tim Doyle

And then you also then get this piece, which is like, well,

vitamins and junk food and gambling, uh, you know, pretty openly advertised, which are like societal ills of, of clear, like, well, I think vitamins is probably the most interesting one.

Cause it's like most of them do nothing because they do nothing.

It's sweet to advertise them.

Yeah.

Yeah.

which I find kind of absurd.

And so like, there's obviously a tension here because you don't want American style farmer advertising, but you also don't want a situation where people think the way to lose weight is like, you know, a balloon that expands in your stomach or whatever, you know, like, yeah, there's a, there's room for like,

responsible, ethical kind of advertising of medical services.

And I think that's what we've tried to maintain.

But I do get the pushback there because it is a fine line.

Like fundamentally.

We were a fast-growing company.

So COVID was a huge tailwind for telehealth.

So we went, I actually can't remember the numbers, but let's say 30 mil to 100 mil rev in a year pre-GLP-1s.

But then we hit the wall like pretty hard at 100.

Maybe spent a year at 100.

There were shortages of the GLP-1s.

Like it was hard to get going.

Our UK business was struggling.