 Mitä on tärkeä kapitollista ja tärkeä kapitollisuudesta? Oikein, että olet tarvitsevasti käsittämisestä. Mutta mitä erilaisuudesta tai käsittämisestä on ollut työntekijöitä ja viciä? Olemme toivottavasti, että viciä ei olisi tullut tämän epäiseksi. Joo, minä voin tullut sanoa täällä. 2015, kun löysimme kompaniin, me just left our consulting summer jobs and my for instance for myself my job at the bank and then like go to like voluntary duties that I had besides school and for a year it was like his job at the marketing agency just for an idea and we didn't raise any capital in the beginning so actually for the first half a year we went with our own savings we just wanted to learn and try out paljon asioita. Meillä oli ollut todella kertaa. Nyt tuli vähän myös yksinkertaisuudesta, ja meillä oli joitettu minkälaista eri business-konceptit. Ja sitten me katsottiin Billa Vesterinen, joka oli sitten vuosien investoittajan reaktor-venturissa. Ja sitten me olemme vain valmiina niitä, joissa ei ole Se on hieman tullut, mitä haluamme vielä, mutta hän on hieman ympäristöryhmä, ympäristöryhmä, ympäristöryhmä, ympäristöryhmä, ympäristöryhmä, ympäristöryhmä, ympäristöryhmä, ja mitä me olemme tehdä, niin se on tullut, että se on tullut, niin se on tullut tullut. Mitä me tehdään, jos me sinutimme 55k? Ja miten paljon on erittäin järjestelmä, voitte testata ja esittää? Tämä olemme tullut sen 2015. Mutta sitten kun tuli 55k, olemme tullut järjestelmällä vuosina. Se ei ole oikein, se ei ole meidän ympäristöryhmä, se on tullut koko ajan. joten me sitten valimme niin langen, että kuten student-loonin ja selviimme, ja me haluamme hyvää katsoa VZ-moneen, jota voimme esittää asiaa asiaa ja kun meillä löysi sitä, ja kun meillä oli Poodstrapi, Poodstrapi, Swapii, miten paljon oli 200k netreveniä per per month. That was when we raised our first, like actual proper round in 2018 January, so yeah, it has been a lot of downs in the first two years as well, I would say, living on a shoestring budget and on noodles. Hopefully not anymore, yeah. What is the, how is the, as an entrepreneur, how is there your sort of, how is the company culture changed, but how is running the company changed after this sort of practically the day to day. And I'm not trying to press too much like get into the negatives of the thing, but like, are there any compromises even that you've had to make or has it been mostly positive? I would say mostly positive. Like, of course the role, I would say the biggest change as he also asked, like phrased in the question in a way has been the change of the role. So in the really early days when you had under 50 people, the role was very, very operational. And just like, when we grew from four people to 50 people that happened in the first half a year after raising the first funding round. And, you know, like when you look at those numbers, like in the first year after raising like seed round, growing from four people to 60 people and then over the next year growing to 200, you need to adapt really quickly. And I would say one of the most important traits or one of the most one of the toughest challenges also in a way has been that you need to. You need to, you need to, you cannot have too much ego in the game and you need to constantly hire people who are smarter than you. But that also means like giving away some of the things you are actually good at because you just, you just find smarter people who are much better than you. So that has been, of course, I would say like probably for us as founders, but also for a lot of early employees also. It's not always easy, but that's something you have to do and then you just need to learn into your new roles because it changes all the time. And you're already present in quite many international markets as well. Maybe if we touch upon that a bit, how do you, you know, determine markets and what have been some of the, you know, has it been easy to internationalize or has there been some challenges along the way? When we, when we started, started the firm, we knew that like Finland is such a small market even in this space that we need to go abroad basically immediately. So that's, that's how we started. So to Sweden, we went just, we went to Sweden mainly because it was, it's one of the easiest markets in a way to enter from Finland. We have a lot of Swedish speakers here and so on. But then after that, we made this kind of like expansion research all over Europe. So we were looking at the kind of like GNI metrics and everything and everything else like data on the market, like which markets are the most appealing in this space and the hypothesis on that. But then actually we, we didn't enter the number one market on the list. We went to one of the toughest markets instead. Even, even after doing the research and we decided, decided to go to Italy because we knew that like if you want to be a number one player in the world in this business, in this space, you need to enter some tougher markets first and not necessarily the easiest or the most appealing one. So we knew that even if we would fail, we would learn so much faster in one of the toughest e-commerce markets than we would do anywhere else. So that was the number one reason in the early days. But after that, when we noticed that this kind of like the playbook that we built around it, it works anywhere when you just adapt kind of like the right things in the market, market big model and in the kind of like in the early stages of any market in the research stage.