Tim Doyle

Uh, I think from our series C onward, we'd use, uh, some kind of one of the top law firms and, and like most often Gilbert and Tobin, but like across different parts of our business, I'm working at the moment with like four different substantial law firms on four.

if it matters.

And so I'm used to lawyers and then bankers.

We have a couple of ex-bankers in our team.

The guy who ran the deal on our side, he was at Quadrant before working with us.

And so had all of the kind of tricks and sharp elbows of those processes, kind of pretty down-packed and did a fantastic job.

And so, yeah, it was interesting because the intensity is so high for so long.

And like, I'm amazed that people can roll off one deal onto another deal.

So yeah, it was intense, but it felt reasonably normal because we've done it so much.

Yeah, it's a good question and one we talk about all the time.

Eucalyptus has been a very up and down journey.

So there were like good moments and bad moments.

I mean, interestingly, like hims and hers has been on the same kind of up and down journey.

If you look at their stock over five years, incredibly volatile.

But one thing that that up and down journey taught me is like the rug can get pulled at any time and momentum doesn't last forever.

Like I felt a substantial responsibility to not only like our team, but also as like a kind of custodian of capital for our investors.

And so that pressure combined with the fact that I knew things kind of went up and went down and the momentum was often fleeting meant that like I always was pretty pragmatic about when and how to sell the company.

And so I always had kind of one eye

or some percentage of one eye on it.

And so we'd been to like a non-binding indicative offer phase with another company before.