Zach Rosen

The issue in our marketplace, as is true in many marketplaces, is it's a $200 billion a year market.

So there are seven or eight companies who are well north of 100 million run rate.

So for us to achieve what we want to do, which is to build a large independent platform, we're going to have to grow pretty quickly.

So yes, we're going to sacrifice CAC cost and payback cost to a certain extent, certainly more than a bootstrap company would to achieve growth.

Yeah, we're well within the kind of typical SaaS constraints.

I mean, if you look at the public market numbers, they kind of set big on lines.

I mean, you know, companies that get later stage, uh, when your companies go public or, you know, want to stay within the 25 to 45% and 30% range year over year.

Um, we're earlier stage in that.

So we're going faster.

It's a pretty big range, yeah.

Oh, man.

Uh...

Last, I'm trying to give a good recommendation.

So I reread this book.

It's my favorite business book of all time, which is a very weird book.

The Toyota Production System, which was written in 1980 by a gentleman who created, essentially is single most responsible person for the lean manufacturing system.

Yes, many.

Yeah.

I'm trying to give you a useful answer.

So, yeah, I mean, uh, one, one company I admire a lot, uh, because I know that we know them pretty well.