So walk me through what happened and why.

Yeah, I mean, so two things happened.

One, we were getting to a point where we were not sure about where things were going.

We were not happy with the results that we were getting from our go-to-market team, right? So the results just weren't what they should be for the amount we were spending.

That started to become an issue.

I brought in an external consultant to help us think through some of those things.

At the same time, and I probably was doing too much at once, to be clear, our head of go-to-market needed to leave for some personal reasons.

What is that bet? What are you betting on?

So how do you think about that on your end to make that call?

Yeah, I mean, well, the short thing is we made a mistake.

I don't believe in regrets, but I do somewhat regret, to use the term badly, us shutting down the company.

The reason why is, so why did we make the decision? Well, we ran out of steam.

We just had been at it for a while.

We were running out of money.

We didn't think we had visibility to raising more money.

I'm definitely much more to the person in Lululemon joggers and a t-shirt and a whoop than a fancy watch in business class versus the economy type seat behind it.

And I know you guys run the back office for startups, but help us understand a little more clearly what problem you're really trying to solve.

It's pretty simple.

There are three core parts to a business.

One, you have to have a great product, of course.

If you don't have a good product, everything else is off the table.

Two, you need to be able to sell that product.

If you have a great product, but no one knows it exists or they can't buy it, it also doesn't matter.

This is an area that drains a lot of entrepreneurs and this is a system to outsource it as a package.

Like, well, give me the thesis here.

Yeah, new-ish.

It's kind of an interesting story.

So in 2000, this is literally, or 2020, sorry, not 2000, 2020, right before COVID started, I decided to start a new company, which was not a good idea.

Because I did, I was like, I think COVID's, like, happening.

But I also want to go start this company.

And I had a good co-founder and we were like, we should go do this together.

what you could otherwise do with your time, your money, your resources, your treasures, et cetera, and you were investing them for some future payoff.

Yeah.

And then I gotta get back in the mindset to go sell and close or, like, traveling to go see a customer and trying to log into my computer from some random hotel room because there's some issue with the state claiming that we owe them $10,000 for some random thing that we don't owe them for.

And I gotta go stay on hold with, to see if someone in the state will pick up, uh, the phone call.

Like, once again, this is like a time tax on your success of your business, and it is actually the admin side is why most businesses fail today, especially small businesses, to be clear, because they can't afford to do h- outsource this, or at least they don't think they can afford to outsource it, and so they try to do it themselves as a founder.

And it, you know, you, you take a founder, I'll just use some random example, right? Someone who makes the best pies in the world.

They are the world's best pie maker.

Mm, delicious pies.

Not just, it's not just, 'cause you have the hiring process, the interviewing process, the onboarding process, getting them enrolled in whatever systems that you're having them use, right? That could all be handled by somebody, you know, outside that just goes here, boom, collects all the information, takes care of it, boom, boom, boom, boom, boom, and you're done.

So you decided you had a mentor, right? They gave you some advice and ultimately that's how you decided to move to SF? Is that right?

Yes.

Mentors are long, strong term.

But when I was...

So after grad school, I, you know, this is...

After grad school, I was dating someone seriously.

She engaged at the time.

So it's, we help, I help companies essentially not hire W2,