[laughs]

... by Bill Schultz.

So, you know, you gotta make your own door.

Uh, yeah, the, uh...

I was, uh...

I saw the future at Emerson College, and I realized it's print journalism.

Uh, and I've been as that smart ever since.

I went with Tammy Bruce.

Are there any other kind of key pillars in diligence that you're really anchoring on in that process? Obviously, we're kind of talking about like the big risks that would need to get mitigated or the kind of no touch deal breaker zones, but what kind of other things are you hoping to see in a diligence process that make you really excited or gain conviction in a brand?

I would say like really clear understanding of why they need to raise the capital and how much they need to raise and exactly why.

So I guess like sort of foresight is a good way to sort of describe that.

Like, why is a founder raising a round? What is that new capital going to unlock, and why? Is that, "Hey, we're raising two million of new capital to get to 10 million of revenue.

Here's what that's going to unlock for us.

We are doing that to get into 3,000 more points of distribution," and this is a really clear understanding of what capital dollars unlocks, I think is just really important for us to understand.

As part of our diligence process, we obviously build our own underwriting models for any company that we're going to invest in.

And as far as the six-week process, what would the steps be within that six weeks?