So just some examples of things that you got to be thinking of constantly a few years in advance if you can, right? Out of curiosity, when advising a company early on when you're working with them, what are the first two to three things you would tell them that they need to either fix or just really make sure that they get right?

Well, I mean, if you are running a... a growth stage company that's growing at double digit percentage every year, there is a strong incentive to do whatever you can to sort of supercharge that growth and grow it as quickly as you can, which often requires going out and getting additional capital to come into the business.

The thing that I think people don't necessarily think about when considering that is that every time you bring in an investor, their expectation is that they're going to exit with a multiple of the cash that they've invested.

And the more money that you raise, the farther away the goalposts are.

And so it's really important to think about that and try to not take more capital than you need to because you can grow really fast, but if you're If you've got investors who are looking to get a 5X cash on cash return, that's a lot of growth that needs to get driven.

And in a relatively short period of time, because most of these investors, regardless of whether they're private equity or venture, are looking to have an exit within three to five to seven years.

So you have to do that calculation and see what's reasonable.

um can you give us line of sight into that process a little bit you know when when should you hold back information right