That's a great question. It could be a very long answer, so I'm just trying to keep it on the on the shorter side. Um, it was a very circuitous process for me. Eso originally I waas out of undergrad, focusing in an internal audit for doing I see audit mostly for Sarbanes Oxley is that was the the big thing around that time of what we're looking at. And so that really helped to understand the inner workings of the organization. How kind of things on paper may or may not have translated to what was actually being done inside of the company. And so that really sparked my interest in then how those strategies are being developed and so shifted from after doing and turn a lot of for a few years shifted to add management consulting, focusing more on the strategy, development process improvement, more traditional management consulting activities. Um, while doing so went back to school, went to CMU for their, uh, part time or whatever they call it now MBA program in the evenings. Andi, during that time that an individual who waas interning at a search fund which is really a private SPAC for the most part for those who aren't familiar eso the focus was, you know, raised a fund. See if there's a company where you could be liquidity plus succession for them. Which was very interesting to me. Eso the you know, consulting was great and we were defining a lot of strategies. The question that arose in my mind then waas is anything that you're saying True All these strategies today, all these recommendations that you put together, they all looked really good on paper. Certainly you could defend the recommendations that you were made, but you know, when you look in the mirror, to be honest, you never had any operating experience at that point. So you're making recommendations to operators who had 15 20 years experience, and you kind of swept in and looked at something for a few months and said how they could do it better eyes, any of that. True. And so the search fund kind of gave that opportunity. Thio do that to see if test your metal if you will, or realize that, like, dirt under your fingernails. Uh, in that perspective. And so we raised a fund successfully. Uh, look for a few years to find the company to purchase. Um, that's a whole another interview of how that process went there, a few companies that we almost acquired and then lots of reasons as to why that deal didn't make its way through. And so we ended up finding down the fund. Um, looking then for myself. I still wanted that kind of direct operating experience and was able to find a company here in the Pittsburgh area that was a marketing agency that focused on executing marketing strategies. And so they needed new leadership. Uh, came in ran that organization for a few years. We grew it from kind of six people, the 25 people so much smaller than what the search fund size was looking at. And that's really what sparked the kind of entrepreneurial interest which I never thought that was, something I would want to dio. During that time, we created up content as an internal tool for our team to use to become more efficient, and then, after using it internally for a few years, we saw external interests and saw that this was a bigger challenge. And so, in 2017 we spun out that technology on. I had to make that decision right. Do we spin it out and kind of give it to somebody else? And then I continue to run the agency? Or do I give the agency to somebody else and then focus on the technology? And so I chose the latter. And so, you know, that was actually the shortest answer to that question I could come up with, but very, you know, So they never much never like to wake up one moment and say, Oh, this is the thing that I want to do for the rest of my life. There's very much a combination of experiences, Um, and asking the questions that then kind of led me toe what I'm working on right now.

so up content focuses on the identification collaboration on and distribution of third party articles that match the interests of an individual or a company's audience in order to drive new conversions and build that trust between the potential customer or client and that organization that's looking to provide those services. And so if you back up a step, there's a content noise issue globally. Right now, there's just too much of it and finding the right stuff to read the right stuff to believe is really challenging. And in many cases we could no longer look to the content creator and just innately trust that because they created it, it must be good. Or it must be true. Even those well respected publications aren't covering all the bases anymore. And so now people are looking to their organizations or to the individuals that they trust to sift through that noise and provide the articles, the content that they should be reading and to give that individual who is just getting started learning their best perspective in most cases, whether you're in sales or you're in marketing or even HR. Now, those organizations are being cast to provide the content that that individual, whether it's in the company or outside needs on we're not just creating for the sake of creating anymore. The issue and where we fit in is that that is a very manual, ad hoc, very undefined process for most companies. They know how to create content. They've been doing it for years and years, traditional now digital. But the process of finding content, getting it approved, getting it to the right places, measuring it. No one knows what they're doing. Still, to be honest, at a very large scale, there are certain companies were doing it very well. Most companies were trying to cobble this together and within the last eight months, doing it more so now than ever, because sales teams also now have to be digital. And so where we've been in is we provide a platform that's not just selling content. We're not just giving people libraries of articles, but our focus is to put them process toe, find the articles that matter to them. We have our own crawler, does that we use machine learning to score it, and then we, most importantly integrate with the technology that they're already using. So that marketing and sales and HR and others can actually work together to find the right articles versus it. Just being, you know, Susan's our new intern, and she's going to now have to be a complete expert in the space because she's the only one who has time to go work for stuff.

Yeah, I mean, so it was March 1st of 2017 when we spend everything out independently. So we kind of had a kernel of a solution. We knew, generally speaking, that this was going to be something that others would be interested in. But it was very much a home grown tool that was used Just fire internal team at that agency at the time. So you X was terrible. No one really knew how to get to anything if you just gave it to them. So we needed to recreate. You knew. We need to recreate all of that. And at that moment as well The solution Waas, we're gonna help you find articles better, right? And so that was good. But there are also many other tools that could do that. And so our price point had to be pretty well as well to even just compete against that value on and as the organization or the industry involved, finding it was just a piece of the problem, right? The collaboration with the challenge, getting it to where it needed to go with the challenge. And so we needed thio identify what that full ecosystem needed to be like and almost flip it over and go in the opposite direction. So meaning that where you look at some, like Salesforce or hub spot these large organizations that have other, um, complimentary tools that integrate with them. We were the complimentary tool, what we wanted to integrate with everybody. So we wanted to be a complementary to all organizations so that a small organization could create a easy campaign using free tools like buffer mail chimp. But also we need to integrate with Salesforce. And then the biggest challenge was prioritization, right? How do you start looking at which comes first? What do you allocate? Resource is to We weren't going out and raising a $10 million round and just doing everything at the same time. That wasn't an option for us, for a variety of reasons. And so how do we do it in a way that continues to reinforce and affirm what we believe also test assumptions and allow us to pivot off of those or do something a little bit differently on? So that was really our initial view is get the core group together. It was a small team. It's still a small team, focus on the customer, listen to what they're saying and utilize their feedback to drive change. And so we had a very small number of very vocal customers when we spun out, one of which was the agency that we came from, right, who had the wish list because they wanted. And so we would almost take their wish list and go in, validate that first and then implement off of it. There was never a belief that we had a better view or better knowledge of what the customers wanted than they did, and they just needed to catch up with us. For the most part, it was listening to them first and then tweaking their understanding to match what we've heard from other customers, and that was the value that we did for them.