Tim Doyle

And in the 24 hours before, it was done, but we were moving towards the signatures.

And obviously for these things, you have to have your whole cap table sign off.

And so we've got some...

Venture investors who will do this for a profession and very easily.

Angel investors who, you know, you can rouse if you need to.

And then some large Australian corporates who treated this as more of a nuisance than a thing that they need to get done.

And so I was on the phone on a call to the Woolworths CFO at 11.30 on the night of signing with half an hour to sign because, yeah, so it was mayhem.

It was mayhem.

So honestly, it was just like incredible relief.

And then because they're an American public company, they had to announce something.

uh, maybe 12 hours later.

So we told our team at, we, we had to sync it with the announcements.

We ended up having to make our team stay in the office until nine o'clock at night so that we could have a London, Sydney, New York announcement that was coherent from a timeline perspective.

And so, um, that, that was a great experience like that bit, but like the overwhelming feeling at the time was just like fatigue and relief.

So it was good to get it done.

So there certainly was an imposter syndrome.

And I think the reason that is, is because you know the subject matter as well as they do, because it's your company.

And so the deep in the detail conversations, you know, you're pretty well versed in them.

And also you've been on this road for like a long time.

And so, you know, it's not my first time saying Gilbert and Tobin, you know?