um So what got me to where I was today? Was it started? Um, really, when I went to college. So I just aligned my passions with school. So I picked up the location of my school on its location to what I wanted to do, which was e and my could be outside. So that's how I ended up in Utah. I'm sorry. There's puppies grounding in the background. Mhm. Uh, and so that's kind of what started. Right? If you like what you really want to do, it makes you happy in life. Um, and put that first. Then everything else kind of falls into place. So that's kind of how it started. Um, I mean, if you have a chance to go toe like a world class school like Stanford or Harvard than maybe that would be another path you could take and you'll have more opportunity. But I just that wasn't the path I had. And so I went for what may be happy. And what came out of that was I've met other people who are on the same path, and we started building businesses, so we built an Internet site in the late nineties selling outdoor gear and that became backcountry dot com. So that was kind of my first business, and we've got incredibly lucky that we started when the Internet started. We started selling things and we were successful. We didn't. I guess the other thing is that, um, we're good for us is we didn't burn a bunch of capital, You know, this was in the early two thousands and the Internet boom, and people were raising tens of millions of dollars, much like people are today and burning tens of millions of dollars, much like people are today. So it's very interesting to see that repeat itself, and we didn't raise any money. We ran our business profitably, and I will come back. We talk about cats and what we're doing now, because running a sustainable business is the way to go. You can raise capital, and you can, you know, grow fast. But if you are acquiring customers at a rate that requires you to, you know, have some magical thing happened to get that money back in the future, that's not really a sustainable business. And so if you're gonna run your business that way, it's just a lot more risk, so kind of. That's how I got to run today, like a lot of my passions with my work and then taking risks, but they're pretty measured, so measured risks.

Yes, and for cat is it's pretty simple. We sell reading glasses. Is it actually the product we sell? And we target people who are pretty conscious about what they put on their face. So glasses or something like I see you're wearing them, and you probably took some time to pick some out that you like and for reading glasses. There's not really a good option for that. If you need reading glasses, you have to go to the drugstore, buys really cheap ones, or you go the optometrist and by prescription glasses. And so neither of those are really the right solution. And so we built a premium reading glasses, So the problem solving is people need magnification. They don't need prescription glasses. When you turn over 43 like 80% of population ends up needing some type of magnification, and we built a brand a solution for that. That's premium. They're cool. They're designed. So that's the problem is off

Yeah, I took a long time to get off the ground. So again we started this business. We didn't go out and raise $10 million or $100 million and just start hiring people in building it. We did it step by step. So the first thing we did is we built a team of people who could help us get it off the ground. So, like I had the e commerce expertise, we hired somebody else who worked. Oakley, who had designed expertise and could build the glasses. Uh, we hired other people who knew athletes of influencers and they got them. Those people on board. We have lawyers that were on the founding team so they could do a legal work, and then we have finance experts, and so we kind of assembled each expertise we would need to launch the business, and they were all founders in the business, and that's how we got it off the ground. But it was slow. It took two years of nothing, really, just us working on the side before it actually could become a thing. So that's the other thing is you know, every patient you know, it's not, uh, and again mitigate risk. We all kept our jobs and did this on the side until we got looks like, Oh.