Will Bressman

piggyback the notion that there was more fragmentation.

And we kind of settled on compliance and operations because some of the things I was mentioning before, it was not core to what the people who were sort of entering this industry had in their skill set and level of expertise, but it was really important to them.

I mean, most people we deal with really want to make sure they're doing their compliance correctly, want to make sure they have their operations as efficient as possible.

So it was really sort of a trend and theme-driven approach.

And then we just really hit the pavement and started calling people, trying to find

places where, you know, someone was looking to maybe move on from their business or, um, had a sort of opportunity for us.

And we, we met the gentleman who actually founded this company.

Uh, and I think for him, which was one year, by the way, when was your one, uh, 2012, uh, the company started, excuse me, the company was started in 2000 in 2006, but we, we got involved in 2012.

And, uh,

At that time, he really had a consulting business that was not tech enabled.

There was no real sort of internal or external technology, but he had this great niche in the market of sort of helping people solve a lot of these needs that I've mentioned.

And we kind of felt like this gentleman was really, he had built something pretty impressive, but was ready to move on.

And we wanted to sort of imbue that initial starting point with really a SaaS and software focus going forward.

Yeah, there was no existing technology at the time.

It was really a consulting business.

Exactly.

That's exactly the playbook.

Yeah, about six years ago, a little over that.

Yeah, I mean, we went off the traditional sort of financial metrics of EBITDA and just trying to give him a pretty fair deal.

I mean, our philosophy has always been we wanted to make it be a good deal for both sides.