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PNC bank brilliantly boring since 1865 brilliantly boring since 1865 is a service mark of the PNC Financial Service Group, Inc. PNC Bank National association member FDIC yeah. So marketing to barbershops, right? Are you marketing at the beginning? You were the face. You were going in hand in hand. So were you doing that with white barbershops also? Absolutely. How did that work out? So funny enough, when we were first kind of thinking through how we're gonna do this, we had a bias against ourselves. We thought we probably couldn't go in there and like, you know, resonate with these, like, non black barbershops. So we ended up hiring a friend of ours who's actually still with the company, who's white and like, his job was gonna be kind of biz dev, like going to the shops. So he was doing that. We were still doing it. And over time, based on experience, we started finding out that like, actually we were better even at the white shops selling them than he was. And some of the bias that we had, you know, the preconceived notion that we had that these, these shop owners, because we didn't look like them, weren't going to want to hear us out, actually was just totally not true. And then, you know, and it turns out, you know, the white guy who we hired wasn't good at that. He ended up being really good at other things. So he moved into, like, product on the product side. So you just never. You never know. And sometimes there's a tendency to sell yourself short because, you know, you think somebody's going to think something about you. But if you have a great product and you go there and you meet them eye to eye, you know, we found that for the most part, customers are willing to hear you out, you know, regardless of what you look like. Yeah. You. Are you solving the hair on fire problem? You know, and if you're solving that problem, I don't care, whatever you are, I think they gotta listen to you because you're addressing a real pain point in their lives. All right, correct me if I'm wrong on these numbers. 32,000 barbershops. 32. 32,000 barbershops yet. Barbers, barbers. 10 million clients, last time I checked. Yeah. Somewhere in that range. How are we. Like this is because, like, you're talking from 2016 to this point. How are we scaling year to year. Like, are you, like, what trends are you watching to say, all right, here's an opportunity, his opportunity. This is a demographic. This is. We haven't touched this place. How are y' all going about that? That's a lot. Congrats. Thank you, thank you, thank you. It's never enough though, you know, let's get to the next. So what we learned is a super was super important to scale, is that you really have to scale your team. So, you know, in the early stages, you know. Ernest, what's up? 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You already know the holidays are here in the studio. Estan modo Fiestone. We're recording Cotorreando and keeping it fresh with Sprite Winter Spiced Cranberry that refreshing cranberry flavor. Cold crisp Conunto que n avid. It's the right move. A seasonal favorite, but only for a limited time, so don't sleep on it between tamales. Las posadas sosas ta tarde Sprite is always part of the traditions. We keep it regional, we keep it real, we keep it twisted. Sprite Winter Spice Cranberry Twisted It's Christmas in a can Adarle Obey your thirsty Enterprise AI is revolutionizing customer engagement and Amazon's Alexa demonstrates this transformation at scale. Alexa represents a breakthrough in AI assistance evolving from basic command response to goal oriented autonomous operation. Powered by AWS AI, this enterprise grade technology processes billions of natural language interactions daily, continuously improving through machine learning. The result? 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And in the early days you do, you know, it's called doing things that don't scale, like walking into the barbershop yourself and pitching them like that's great, but like you can't, that's not going to get you to where we are now. So over time you have to figure out how do you build like repeatable motions, repeatable processes, that's like scalable. And you know, that's essentially, essentially what we've been able to do. So, so as far as this number $750 million valuation, what can you break that down as far as, like what does that actually mean in layman terms for somebody that just, they hear, they hear that, but it's like that is the enterprise value or the kind of like market cap of your business. So if somebody were to purchase the building business, they would have to pay $750 million for entire business. And if somebody is investing, you know, based on the dollar amount they invest, that's a percentage amount of the 750 million. And that 750 million would come from investors valuing the company at that. As far as, okay, I'm gonna put this amount of money in per percentage and then that equals the 750 or does that come from re is projected to be like, okay, 10x revenue. Like what it, I mean there's some formula that they create, but that's Essentially the former is like, hey, look, you know, for 1%, it's 7.5 million. So you times that by 10, if you want 10, you got to put up 75 million. So that's kind of how the math works. And it's just supply and demand. You know, if you have a great product, if you have some proprietary technology that they think might, you know, transform the world, they're gonna, they're gonna pay whatever they're gonna pay for. It's just like, you know, what the company, what people think the company is worth. How does the ownership table look? Right? Because a lot of times startups, you know, we don't have money, right. We haven't gotten venture capital. And so a lot of times people offer equity, right, like as an exchange or a collateral to say, hey, I need you part of the team. How does ownership look then? How does it look now? Obviously you've got a board, you got investors. Are you guys majority owners still? Like, how does this work? Yeah. So as far as the equity, like all of our employees have some degree of equity. We think that's important. We think it's important, one, to align incentives. And it's also important as a wealth building mechanism. Our company is, I don't know for sure, but I would say it's probably maybe the most diverse or one of the most diverse of a company, like at our scale in terms of, like the breakdown of our employees. So we think it's, you know, it's really important for them to have skin in the game. And like, when we do have the big exit, you know, hopefully we'll be creating a lot of millionaires and creating a lot of wealth in the community. So that's important. What was the second part of your question? Ownership, I think. Oh, yeah, yeah, the ownership, you get diluted. I mean, it's natural. You know, it's the, the pie gets, gets bigger. But your, you know, your percentage of the pie goes down over, over time. So, you know, unfortunately, no, I wouldn't say we have, we have majority, but, you know, that's just kind of the name of the game. Yeah, but you know, control I think is also super important. Like, you know, you know, when you go through this fundraising, take on more, more investors, you know, you lose control. But we, we, we still like a board can't get rid of us if they, if they wanted to because of the, the structure we have in place. And that's equally important is control earners. What's up? You ever walk into a small business and everything just Works like the checkout is fast, the receipts are digital, tipping is a breeze and you're out the door before the line even builds. Odds are they're using Square. 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