I'm almost 60. So I've been doing this stuff for a long time, Startups for a long time. Um, I always knew I wanted to be an entrepreneur. And so, you know, I'm at the age when you couldn't. You couldn't start a company with five people. It took 30 or something people to start a company because there was no AWS or all this other stuff. So I went to work for startups toe learn what it was like to work for startups. And I had the good fortune of ending up working for a guy named Bill Campbell who's sort of a legendary, um, CEO in the Valley in Silicon Valley. Here on he mentored me and encouraged me. And then eventually I realized, you know, I had Thio start something. And so I started my first business back and 98 1998. We sold it to Amazon. I went to work for Amazon for in 2000, actually worked personally for Jeff Bezos for a while. It's his assistant, Um realized I want to be a big fish in a small pond. Ran another startup for about seven years, called good technology that Motorola. But for about a half a billion dollars in 2007. Um worked for Motorola briefly while went back out to another startup. Actually took over a startup for some founders. They didn't like me. They fired me. And then I started this business almost 12 years ago. Um, it started to something completely different. It started to something called credit, which was the world's first intentionally unreliable payment system. It is now evolved into a payment CRM business. That's very different. The original idea. What I would say generally about ideas is that you know, it's very rare that you end up doing the thing you set out to do in the first place. Your first idea, at least my first idea is usually a prop that allows me to engage with customers and start learning and then, you know, follow what they say and then end up doing the ways ended up doing something different than what I thought I was gonna do when I started, because the brilliant idea that I had wasn't what the market wanted to buy, and so that ended up building something the market did wanna buy. I didn't get the people I work with, built something the market

we are a payment CRM business. So we handle we do non commerce transactions. We're more than a payments processor. We really manage all of the interactions that exist between billers and their pays. I'm sorry, their players. So the portal they pay through the mobile experience the I. V R system. What the customer service reps interact with the business logic around that. And then we process all the tender. Um, we use others to process cards in a CH. And we've built our own proprietary cash transaction network so that consumers can make payments in cash at a 7 11 or CVS or other stores in our network, and turn that into real time electric electric credit. So we sit in the void between some sort of underlying system of record alone management system of property management system and the consumers who need to make regular payments into that system and the customer service reps and others. And all around that, um So how did people saw that without us? Um, generally, they just have really crappy building experiences. So if you're a really large builder like A T and T or Verizon or something like that, then you have a large i t group and you can build your own. Yeah, consumer engagement customer relationship management system for payments. Um, but that's only for the very largest builders. Almost everybody else is left trying to cobble something to either relying on the vendor that provided the system of record to put some sort of portal on top of it. And we all know from being most of our bills how crappy that is or, um, they might, you know, if they've got really good developers, they could go get a piece from striper Braintree or something like that, and then try to build a system. But for the vast majority of companies out there, they don't have development. Resource is to do that. And that's where we come in way. Have enterprise software that could be configured to work with their system of record, tie everything together and deliver a absolutely killer payment experience, which in turn results in more payments, reduced customer service um, interactions which reduced costs and happier customers

sure there was just 12 years ago in the evening, the original idea of credit. The original idea credit was somebody had to my point about you never end up doing what you thought you were gonna dio. This was 2009. People were paying social games, things like Farmville. And it was hard to buy virtual goods for most people who were particularly people who are underage. And we have the observation that you know, if the virtual goods have no marginal cost, then it's not Doesn't really matter if you default when you pay for them. So we created the idea of virtual credit for virtual goods. It was called credit. You have a credit score would extend you credit. If you paid your credit off, you get more credit. Very well. I thought it was a genius idea. It was derived from another friend of mine's idea. Turns out, when we went to sell it to people, nobody wanted it. Um, however, we did end up getting relationship with 7 11 coincidently where people would be could repay their credit. So when we went toe, way went, went to people, he said, Hey, we've got this thing, you could make a promise you could repay it at 7 11 they said, Well, forget all that promise thing. Hey, are our affiliate in Japan? Has the experience where people compare their bills in 7 11? Could you do the same thing here in the United States? We're like, Sure, So drop the credit part. We double down on the on the pay with cash part that became pain near me. We built that network out, bringing in CBS 7 11 Family Dollar and others on, then built all the software to connect that to a wide range of other businesses. And then our customers started coming to us and saying, Hey, you do such a great job with cash. Why don't you take over our cards and our payments? It's a long story, but I was reluctant to do that at first because I thought we'd be a sub scale player in a commodity business. But eventually our customers convinced us to do that. Then, when we did that, they said, Well, since you're taking all the forms of tender, why don't you take over a portal on? Why don't you take over our mobile experience and Why don't you take over our I've, er can you build business rules that will support on this? And so we basically just followed our customers until we ended up with this extremely elegant rich system That's ah, super defensible is to keep