 You're a I'm Dave. I'm a tech investor out of Northern, California But maybe before we start I'd love to just thank the EF check community for an incredibly Energizing but super uncomfortable week and For New Zealand in general for being such a great host to my family over the years So as I mentioned my tech investor and like many tech investors, we try and back Game-changing technology franchises, so companies that make big impact We're a little different than most investors in in this crowd in the sense that we identify ourselves as growth equity providers and so My fund manages over 15 billion in capital We write checks of a hundred to 300 million and we do that across Growth equity private equity and public investments And so we don't do a whole lot of early stage, but I think this perspective could be helpful In the sense that as your great companies thrive and flourish to really tap the global markets large capitals needed so I came to EHF with a hypothesis that business could be a tool and support of mission and I heard from a lot of my great fellows some some great support I got a lot of great challenges as well So I'm still I'm still working this out, but I do believe that over time that capital can be a big catalyst for global change We see this in our portfolio While this isn't truly social impact, but some of our brands and some of our companies have viewed the power of great product and Highly profitable business models to really impact change at a global scale. We're reaching close to two billion people with some of our portfolio companies and So as part of the EHF a week I was engaging with some of our fellows and thinking through well How do I apply this framework to impact businesses and I came up with a couple slides of pattern recognition one? Hopefully word of encouragement. I think some of the stuff is pretty basic, right? So maybe start with strategy right at the highest levels, you know start with a big market, right? We have a saying in our investment business pick market over company with the general idea that if you pick a big market with a With a dynamic and a problem that's large and growing that you will that that's a great place to plant a business And so there's another way of saying this which is pick a field where time is your friend, right? You're in the flow of Large massive secular changes and you get to rise with the rising tide This is a little bit of a B2B context but some of the most scalable business models in the world tend to be consumer companies they leverage things called network effects with the general idea that The an incremental user actually increases the value prop of the of the company and so that as you grow it actually gets easier And a community is much like this right as EHF grows it gets more powerful and more powerful And so people really have this notion from a consumer standpoint But I'd actually encourage all the B2B companies to think about this as well because some of the best businesses We've seen actually have had business business software models that the value proposition grows and the business gets easier over time And then in terms of go-to-market there is this notion of In in the very beginning when you hit product market fit you get this magic surge of demand And that actually does give you a really nice tailwind But then when you try and break out you really need the power of Paid marketing the consumer side sales capacity on the B2B side to really kind of reach that next level. I Think you know just kind of this is general Goodness as you think about again going from an intuitive smaller company to something that needs to scale To a hundred to many hundred of employees Your strategy has to be to find in the metrics that you track right the metrics that you track drive that your strategy and drives The focus of your organization So really pick the metrics that matter and the one metric that I found across all of our companies B2C B2B is the revenue of Renault, it's a single Stronger symmetric that drives both growth and profitability So it's one that I really focus on but you'll have very different businesses And so just be really thoughtful about what you measure because that's what you get If you are a New Zealand based business and you want to build a big business you want to tap a global market I'd really encourage you to tap the global talent base as well and This is easy to say hard to do particularly when you're smaller Right if you have to duplicate infrastructure if you have to go recruit overseas And so do this when it's practically possible But what I would say is the longer you hold off from doing that the harder it becomes it really you get this this cultural inertia associate with it and so Really tactically I would look for executives Through your networks through your going community communities like EHF there overseas you start there Then you build an infrastructure and a culture around this and if you guys want to talk about the soft line I'm happy to do it. There's some really kind of practical hacks that make it much more sustainable for people to work in your organization across across time zone and across nations And I guess the final thing I would encourage you that Ideas and entrepreneurs, that's the scarce resource right it capital is not the scarce resource and so If you get product market fit and you build this great business capital will travel. I Live in Northern California. It's a long flight over here And I bit I come over here two to three times a year for these incredible ideas in this credible community So just as a word of encouragement the capital will find you Thanks