At what point did you change the hierarchy of messaging between the Iduna brand and the Baobab? And at what point did you start getting a range in place rather than just focusing on one superfood that is difficult for people to understand?

Well, when we started, we were extremely ingredient oriented and impact first as well.

And so really our whole thesis of our business or theory of change was around what we call demand creation.

um so i mean it is essentially marketing um but we're creating demand for something that people don't currently know exists and it's an obscure african fruit in powdered form yeah so it wouldn't be the first format or product you might choose if you were looking to you know do a kind of um massive scale up business.

So it was a lot of education and I would say that in the first eight years we focused so much on education and demand creation And the the impact side scaled massively and hence our investors were happy and are happy because they're aligned with our mission, social impact investors.

But we really hit a glass ceiling in terms of.

you know, the scalability, the commercial scalability of the business, because we were in too much of a niche and, you know, not just in a niche, but with ingredients that were somewhat obscure at the time.

know but it's the