I also want to talk about scaling so when you're looking at businesses that do about

ten million a year what do they need to do to get to a hundred million a year?

I mean yeah so it's really just multiplication and math on the

offers so it's like you know you know and the answer is not always just spend

more yeah because always just spend more.

Yeah, because as you spend more,

it almost always performs worse.

Yeah.

Like, like there's a, there's a, there's a, there is a limit to that

where you're like, okay, we we're we've reached our maximum level of efficiency here if we go over this then we start degrading profitability so you know we're we're at a dollar in three dollars out at 20K a day and spend and we go to a 50K a day and spend we go a dollar in two, you know, two dollars out.

And so it's like we're, now you're're kind of you're you're cannibalizing the profit.

Yeah. And so then it's just new products, new front ends, new offers, new back ends. Yeah. So you're just just constantly it's a puzzle piece of of offers you know what's funny

not to cut you off but I feel like culturally or what entrepreneurs are hearing a lot right now is do not create new offers.

I don't know if you're seeing that also, but like what's popular right now is do one thing, get so good

at it that you know your customers are creating customers and and don't like

try all these new things where you guys do the opposite.

Yeah, yeah, I mean I can't agree with that because it's not what we do.

Yeah, all I know is what we do.

Yeah.

And so, you know, finding out what's the next thing that we can add.

You know, obviously we're trying to maximize everything that we do.

So we may be creating new front ends, but they all pushed the same back end offer.

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