Okay, so when you bring in, this is a great thing for people to think about listening to this.

When you bring in capital partners early, at that point you treat it like essentially you're just getting your salary of whatever you agree on.

And then you're not really balling out because you're responsible to these guys.

Yeah.

Well, you know, if the objective is to exit the company or to one day go public, which were our objectives

since day one.

And that was always my objective as a young entrepreneur.

And even to this day, you know, there's three ways to exit.

There's dividends.

There's a strategic capital of some sort, whether it be minority or majority.

And then there's going public, right?

Those are the ways that we exit.

So if you have an exit in mind, and you work with a capital provider, they're going to require

you to be audited by, say, a big five, and they're going to require that you, you know,

you have strong governance, and they're even going to put expense provisions in your charter

so that you can't, you know, run your company like a, you can't

throw the house in there, the car in there, other things like that. And that's a, and that, those are

negotiated in the contracts in any private equity or venture capital transaction that's done

by a reputable firm. Okay. So you guys raised capital. And that was before the 2008 deal right we signed August 4th

2008 oh so that was when you first got capital yeah so before 2008 you were doing whatever

no we raised about a million five before 2008 and then we sold the company in a multi-year

earn out in 2008.

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