i don't know what tell me about how that changed your thinking and what you started to look for instead

yeah i mean honestly it took a long time to get the delivery portion down to a smooth running process um so i don't want to shortchange that but yes we we we woke we worked on that we focused on that um you know and and the customers who are our heavy duty customers they You know, they liked the software, they liked the stuff we were building, they participated in everything.

But at the end of the day, did it drive a whole bunch of new customers in? sometimes, but sometimes not, right? Did it increase our revenue? And no.

So I think the moment that that really hit home for me that maybe we were sub-optimizing on delivery instead of impact was when we were kind of in our private equity owned stage.

Right.

And one of the principals from the PE company, who was also a board member, he's asking me, so what additional revenue do we anticipate from the investment features? And in some way, I mean, it makes perfect sense, but in some ways it was like a brand new world for me.

And it's like, oh, I thought we just continued to build because that's what customers pay us for, right? It's a SaaS company.

You sort of pivot and move to something else because you've either proven you don't pivot if you're proven your hypothesis but if you if you haven't then you pivot and you move to something else that maybe uh you um sink some time and money into makes makes a lot of sense to me uh but it is it is a hard thing right i think a lot of times uh product leaders or just leaders in general will commit to something um at times when you don't know enough about whether it's viable or feasible or and how do you how do you change that mindset what's been your experience