Buying for $600k, Selling for $35m

They have smaller problems too. And so it's important that you identify, you know, what are you dealing with here. You deal with somebody who can spend, you know, spend millions of dollars or just spend a few.

But, but that's sort of, the, the real goal was to put data in the hands of non technical decision, business decision makers so they could improve operations in some way. It could be, you know, financial management, you know, managing the hundreds of millions or billions of dollars of a program, of a government program.

Great, that was helpful, thank you. And would it be over simplifying to say you were systems integrators in the data analytics space? So the business model was that of systems integrators, which is you guys specialized in a few key products, large complex products and would implement.

So systems integrators, systems implementers, you'd implement the solution of this third party enterprise software tool into your client.

That's right. That's right, yeah.

Anything more to say Jake, about the fact that this was a carve out? Like was, did that introduce, you know, kind of liability issues or other complications that people can learn from or maybe not so much?

No, I guess.

And was it a carve out because. Accenture hadn't bought it? Accenture had bought the assets of the entity.

The technical way would be they bought the carve out. We were the original business. Yeah, that's the technical way to think about it.

So. Right. So, you know, it had its challenges. We, we'd get, you know, we, we'd get calls from the IRS for something and we're like, what the hell is this? You know, and, and, or California wanted money from some time they did before.

So we, we had our, our, definitely had our, our moments of kind of trying to work through. You know, they were supposed to take care of all those things as part of the deal. That was part of the arrangement.