Travis Tillotson

And the long and short of it is selling the enterprise for several years, had issues with the standard consultant's dilemma of selling kind of all data at the time.

So reporting to various enterprise organizations on the advertising metrics across the country.

And if you gave them bad news, wouldn't necessarily be rehired.

It was almost a consulting-esque model and turned into a software model.

And then basically brought in people who were experts in the financial sphere to be partners.

And we ended up selling our research and data and getting paid for it no matter what the outcome was.

So we weren't being paid just to paint rosy pictures.

Um, I'd sold the equity that I'd owned was 33%.

I think that I've learned a lot of things in the past and I will say that make sure you find the right partners.

Like I want to make sure that I find the right financing partners.

I want to make sure that ultimately, you know, you work with people that you like to work with and ensure good and clear communication.

I mean, from my perspective, you know, it was really just a lot of lessons learned from a real first time founder.

So

probably talk about every day and or every week of founders who've been through an exit, raised capital.

So yeah, I would treat it as don't go after those lofty valuations a little too early just because people are willing to give them to you because then your expectations are much higher afterwards.

My valuation was $30.

I would say it...

I would say that it just is all about setting expectations and recognizing that if you're taking these dollars, I fully expected that we could achieve and accomplish our goals, but also there's a balance of, I guess you could say,

hedging appropriately.

So understanding like, okay, does this mean that we're going to be raising capital forever?