Well,

for a patient answer, I think we try to develop different products.

We try to keep things that are not the same as what everybody else is offering.

If you look at some of our sexual health products, especially the ones tailored towards women, our gummies, for example, some of these things are not available from other telehealth providers.

So we try to make sure that we offer something that is specific that is different and that will address, ideally, the patient's issue.

And if it doesn't, then we try to come up with something else that will for that particular patient.

On the back side, on the investor side, I think the big difference is if you look at most telehealth platforms, they start as a marketing company, right? And that becomes...

complicating business,

What is your investor relations strategy or your communications outreach strategy that's going to bridge this gap for you in getting the story out?

So we engaged Hayden Nair.

I believe in early January.

We had been waiting to get our story out.

We had been waiting for the clearance of the 211 in order to get our story out.

It didn't really make sense to go out there and tell everybody our story when we really didn't have enough market making presence and that the liquidity couldn't ramp up, you know.

So we hired Hayden.

Now, with their engagement, which specific milestones or corporate developments do you plan to communicate more effectively to both retail and institutional