 Do you want to learn how to trade stocks and cryptocurrency? Join our community of traders, go to richpicsdaily.com and find the next 10-Bagger. Hi, how's everybody doing today? I'm your host Rich here on behalf of Rich TV Live with our very special guest Brent Sun, the president and executive chairman of Logic Inc. How are you doing today Brent? Terrific. Fantastic. Excited to have you on the show. First time guest and I'm actually very excited about this deal. I love companies that are early-stage, undervalued, underappreciated, underexposed growth stories and I feel like you guys have a story that needs more exposure. So I'm excited to speak with you today and learn more. So I have a few questions for you and my first question is Logic Inc is a global provider of e-commerce, M-commerce, and fintech solutions. I love fintech. Can you tell us more about the company and the services you offer? Sure, sure. So I'm going to do this in a very simplistic way because one of the challenges I think a lot of tech companies have and we certainly have is trying to eliminate some of the jargon and the buzzwords and make it understandable so that people are not perplexed or intimidated by the story and they can get to the essence of of what's important and what is compelling in terms of making a buying decision. So we've been in business for right at six years. I co-founded the company when I was living in Asia which I did for 17 years. We started out as an e-commerce enabler and so what does that mean? We're listed on the Neo in Canada. Most Canadians are familiar with Shopify. I think most investors in e-commerce are familiar with Shopify. So what is Shopify? Well, they get offline businesses online. If you're a retailer or you want to sell stuff, you use a Shopify platform, you use a desktop or laptop, boom, you're online and hopefully sell it. So that's how we started but what is different about us versus Shopify is very simple. Since I was living in Asia at the time, the focus was more around emerging markets. So there's countries that are very highly populous that people here in the States don't necessarily think about. One of them Indonesia where we have a specific focus in fintech, there's a quarter billion people there. Thailand, there's 90 million people. Vietnam, 140 million. There's a ton of people there. However, they use this. They don't use the desktop and laptop. They skip that whole generation. So if you look at Shopify, how would you build your store? So if you're selling riches, don't panic, rich TV hats and you want to sell them online instead of your store and you want to use Shopify, you have to build your store with templates on Shopify, on the desktop or on a laptop. In emerging markets without that, you got to build it on the phone. So our platform is built on the phone, resides on the phone. The customers, customers access it on the phone. So no desktop, no laptop meeting. So that's what's different. But we're both e-commerce enablers, very simply put. That's how we started. We got to about 30 million in revenues by 2019 from close to zero, did okay, which I'll come back to in a second. But in early last year, we made our first acquisition of a company named Push Interactive. And we've subsequently made two more acquisitions since then, one a few months ago. But these three acquisitions, what they represent is the second part of our business. So the first part, Rich, is e-commerce enablement, getting the offline businesses online. And the second part by way of these acquisitions is helping companies that are already online, sell more and sell better. So it's still e-commerce, but it's a facet of e-commerce that's extremely important. Because let's say, Rich, don't panic, TV hats, you guys were already online, right? Now, how do you advertise? How do you get in front of people? Well, most small businesses, they use Facebook or they use Google, and they have a budget. They put money in, they get some rudimentary analytics on how their ad dollars are spent versus dollars coming in. But the reality of it is it's extraordinarily hard. And to put this in perspective, you look at the top five e-commerce sites, Amazon, Walmart, eBay, Target. If you look at those top five, they actually control over 53% of the entire e-commerce market. 53% by five. I mean, it's insane. So what would that mean to you? Okay, well, to you and in the other half a million small businesses that have to compete with them, you guys have to spend money on ad budgets to compete with them, and they're spending a billion a month. How do they do that? Okay, so they're not doing it in-house. They all use a platform called the Trade Desk, which is also public. So again, e-commerce enablement, we're a Shopify for mobile. That's our relevant name that people can associate us with on that side of the business. On the other side, they can associate us with the Trade Desk. So what is it that we're doing different than the Trade Desk? Well, Trade Desk, they serve the big guys, the top 100. And that for them represents over a billion dollars a year in business. And they've got a $30 billion market cap. It's very richly valued and for good reason. But their minimum is a hundred million dollars a month in ad spend. Wow. Yeah, so if you're a small business, I mean, how are you going to compete with that? You get it. Yeah, but up until recently, you couldn't. But now we have launched a platform that is almost identical to the Trade Desk. It utilizes AI, utilizes machine learning, and all different algorithms that the big clients at Trade Desk get. But we're going after SMBs. So the other half a million customers, that's where we're going. But how do we do that? Well, we're going after the mid-size ad agencies that already have them as clients. And so when we go to the ad agencies, they say, look guys, here's a platform. You're going to get the same level of service that you would get on the Trade Desk, but you can't get on Trade Desk. You're going to get analytics that actually tell you how effective your ad dollars and ad spend are. And you're going to get full transparency of what logic platform is charging you to do so. And that's a flat 15%. With Trade Desk and Google and Facebook, you don't know what they're making or how effective your ads are. And so it's really hard to compete. And so what are we doing? We're leveling the playing field for customers. Is it a David and Goliath story? Yeah, in many ways it is. But in order to build shareholder value, you have to take the approach that you're going to be able to compete with these household names like a Shopify or a Trade Desk, but being able to differentiate. And the way that we decided to differentiate, Rich, was to take the approach where we want to enable people who don't have a ton of money to spend to grow, help them grow, and then they keep working with us. And as they grow, so do we. I think that's a great model. I mean, you found a niche, you see that there's a need, and you're providing a service for small, medium-sized businesses. Someone like myself that does spend a lot of money on advertising and isn't really excited about the return I'm getting, will most likely come to you now. And I'm actually thinking about trying out your service because I am a small, medium-sized business. And I am spending a lot of money on advertising specifically Google. And to be quite honest with you, I'm not that excited about the results. I'm not. And we're spending lots of money. And I'm always thinking, where can I get a bigger return on my investment? So I think you guys are onto something really big here. Now, can you tell us more about data logic and how it differs from other digital advertising companies like the Trade Desk and the QD ads? QD ads is actually one that we've had on our show. And we brought them on our show when they were just like a buck and we see them go to $20. So they've obviously been doing huge things. They've come back a little bit. What makes you different? Sure. Well, that's a good question. So in addition to the customer focus, where we're going after SMBs, what we've done is we've brought in tool sets and analytics that reach a very wide audience. And if you look at some of our recent press releases, I think for the general public, they'd look at them and go, what is this about? I mean, frankly, when I look at them, I think, all right, they're a bit technical. They use a lot of jargon. They're not easy to understand. The reason that we've taken that approach with data logic is that these press releases that we've made have actually driven new customers and new partners to us. Because in addition to just trying to provide a tool set, in addition to providing analytics to small businesses, you have to give them a greater ability to also choose from other products and services in a way that's very simple. You don't want to make it too complicated. You want to simplify it. So we've just launched audio. So what does that mean? All right. So you know what podcasts are. You've got online radio shows. You've got real radio shows. Well, we have the ability to do ad placement in between those podcasts through audience on Spotify and the other major ones, decibel. So that gives small businesses another opportunity to get their message out there. And there are other channels that we're building in as well. Yeah. And so what are we trying to do? We're trying to provide a wider variety of things in a simplified way so that they don't have to spend too much time trying to figure out, gosh, what do I choose from? I don't know if you've looked at Shopify or BigCommerce or Wix, but there's hundreds of choices. I mean, you as a small business owner would have to go through and go, wow, which one of these do I use and how effective is it? Yeah, it's overwhelming, honestly. I'm overwhelmed by shop. I mean, I've used it, but I'm not a big fan of it because I'm almost overwhelmed. I actually would rather work with a boutique company that can say to me, hey, you spent $5,000. This is what you got. And if this doesn't work, let's try this. Let's try that. Let's try this. I would rather prefer that than going and spending five grand on Google, for example. And they give me their basic analytics. I get a little bit of customers, but I'm not very excited about it. And I'm sitting there thinking now in order for me to double, I got to spend $10,000. And it just doesn't feel like I'm getting the value for my dollars. So I actually feel like you guys are onto something really big here because for the small, medium sized businesses, which we are, I feel like there is a lot lacking. And I don't want to necessarily go to Facebook and Google and spend all my advertising dollars just there. I would like to spread it out so I can get our platform seen and heard by as many investors as possible. So how you mentioned it, how you can advertise on Spotify, I think that's brilliant. Ideas like that in order to be seen, to be heard in front of the masses, I think it's important that more than five companies are essentially creating a monopoly on the entire advertising space. They are. And it just makes it that much harder for small and medium sized businesses to compete. And you hear a lot of talk, especially during COVID and well, we're not really out of COVID, but it's brought e-commerce to the forefront. But the one thing that I think a lot of people don't realize is that e-commerce as a percentage of total retail is still only 20%. And so is there a growth opportunity in e-commerce on its own? Yeah, absolutely. Especially for small and medium sized businesses, if they can figure out a way to better compete and things can be shown to them on a platform that's simple and easy to use and they don't feel like they're spending too much time away from what they do best, that's great. That's a very valuable proposition to them. And in turn, what does it do for us and our shareholders? I think it creates a lot of value. And eventually, do we become an acquisition target? I believe so. And along the way, do we look at acquisition opportunities that we've seen? Absolutely. And much like the way that you're talking about acuity ads, there's another Canadian company named Lightspeed that we were introduced to a year ago. And this has been a monstrous success. They had what they wanted. They wanted to grow through acquisitions. If you look at their share price today, it's 117. They've made six acquisitions rich. The last two made at the same time were $900 million in value. They've raised billions of dollars. They've acquired well over $3 billion worth of companies. And their market cap is $12 billion. I mean, it's been a monstrous success. And do we intend to do the same thing? We're already on path to doing so. So we want to replicate that. And I think that that kind of drives us to another point that you're probably going to want to discuss and that's valuation. Yeah, I've got a few more questions here. So logic has expanded its footprint and created a strong presence in the Asia Pacific region through several strategic partnerships you touched on a little bit. Can you tell us more about these partnerships and what attracted logic to the Asia Pacific region? And I've actually, I don't know if you're familiar with BMNT, but it's a company that I've interviewed. And they are actually doing business with Vietnam. Yeah. And they have told me how big that market and how fast that market is growing. And now I'm hearing from you today as well, that that's one of the markets that you guys are interested in. So I'm very interested in what you have to say about the Asia Pacific region. Absolutely. Sure. And just to frame it in context. So I was in Asia from 2003 until 2018 and worked there extensively. And what did I do? Well, I was in venture capital and strategic advisory of companies that are in e-commerce. So back in the early 2000s, I had two clients that were primary competitors to Alibaba. So in both of them were eventually sold to larger competitors, one to a big logistics company and the other to a major sourcing agency out of LA. But nonetheless, I bring that up because I do have a specific background in e-commerce in Asia. And then in 2014, I had the opportunity to found what is now logic. When we started out, we used the name Wayland's Tech, which comes from the conglomerate in the movie series Aliens. For those science fiction fans out there, they'll recognize Wayland. But when we started though, Rich, again, the idea was how can we help companies that are offline get online onto this device? And so we looked at a few things. China was already well on its way. India was already well on its way. Both countries represent massive opportunities, but they also represent an entire set of challenges for foreigners. In fact, if you look at China specifically, you'll see very few, if any, foreign competitors that are relevant there. So without going into all of that, what we looked at was, okay, what's next? What's following the curve on China and India? Southeast Asia as a region has about 900 million people. And so Vietnam that you mentioned earlier, 140 million. Indonesia, actually it's 270 million. Thailand, 70 million. Philippines, about 100 million. These are big, populous countries. Now, their per capita income is not what we see here in the States or Canada or Europe, but it's growing, hence the whole emerging markets theme. So we looked at a couple of things. We looked at, all right, how can we compete in a way where we don't have to raise billions of dollars to capture a footprint? And once we capture that footprint, who does it become meaningful to? Because if we're not out trying to raise the billions of dollars and we're publicly traded, how do you benefit shareholders while at the same time raise growth capital? Because nothing in tech is cheap. Everything costs a lot and anyone successful has raised a significant amount of money up to a point and then they just took off. So what we looked at in terms of Southeast Asia was, all right, where do we go first? Well, we started CreateApp, our core product in Singapore, small nation state, 8 million people, about 100,000 small businesses. We actually got about 10% of the market in Singapore of small businesses, but again, it's a small market. But what we did is we learned about what to do and what not to do in terms of spending costs, etc. And then we set out to go to a neighboring country and we chose Indonesia first. And so if you look at the region, a lot of folks here in North America go, why should I care about Indonesia? Why is it relevant to me as an investor? What opportunity would it involve? Back when we first went in four years ago, there were no publicly traded companies in tech here in the US. So there were no real benchmarks. But what we looked at first was how can we get an initial footprint without spending a ton of money? And so we took the approach where we would go and find partnerships with groups that had a large base of either small businesses or consumers that fit the profile of what we were trying to market. And so the partnership you're asking, partnerships that you're asking about in Indonesia, who are they with and what are those represent? Okay, so we currently sell our CreateApp platform in Indonesia. And what we've done is we started in a different way. We didn't go out with the CreateApp platform that we went out with in Singapore. Okay, so it wasn't the whole Shopify for mobile entree into the market. It was, okay, how do we find small businesses and get them to want to be online? Because they're already doing plenty of business with people walking in from the street. Because the difference in actually throughout Southeast Asia, if you look at these highly populous countries, people are crammed into small central areas. And so there's tons of these shops that just line the street. And you can go up and down streets for miles and miles and find all these tiny little kiosks that are mom and pop shops. They're not going to want to spend $20 a month to get a CreateApp platform, which is what we charge in Singapore and what we charge elsewhere. We did some market research. The most anyone was willing to spend was about $1.50 to $2 a month. So it wasn't really that feasible. But you look at the trajectory of the market, the way that the projected growth is, you know that eventually they're going to go, they're going to be there. And so how do you plan for that while still being relevant and gaining some brand awareness? So we looked at launching what's called an e-wallet. And that's like square, that's like ollie pay, it's like PayPal. I mean, there's dozens of them around, plenty of millennial ones that I think our viewers will be quite familiar with, but it's very simple. It's an e-wallet that you go and you put cash into. And then your phone's charged up. You can buy stuff through e-commerce sites. You can top up your phone for data. You can pay bills. You can buy tickets for buses or taxis, pay for deliveries. That's all an e-wallet is. So we entered the market with an e-wallet. We aggregated about 100,000 small businesses that way. And then a couple of years later, we rolled in CreateApp. And so about 70% of those small businesses that didn't want to pay $1.50 a month two years prior, we're then paying $4 to $5 a month because the market matured, but we got them in because they were already using our e-wallet. And so were their customers. So they were actually our merchants who would have people come in and want to top up their phone or say, hey, I want to buy a train ticket. And they'd say, oh, just scan this QR code. And here's an e-wallet that we use. And you can top up here anytime. So that's how we started there. And what that represents is a lower cost access to consumers. And along the way, that is brought in larger, mid-sized and larger players to us. And the one that we're very proud of right now is with the Social Security Administration there, which has 50 million members. And so what are we going to do for them? We're going to provide what are called micro loans. That means people who already have, they already get payroll, they already have their pensions through the Social Security Administration, they will use our app to let people use the e-wallet. And they will use that to take out what are called payday loans. So you can actually borrow money in advance of being paid because the Social Security Administration already does all the administration to payroll. So there's very little risk to lenders. The other thing it does is it proliferates our e-wallet to an even greater base of people. And then there's some other add-ons that we're going to be talking about in the coming months. We've been a bit quiet about it for six months because COVID hit there a little harder more recently. And then we were in a quiet period for six months during the NEO IPO. So yeah, that's what we're doing there. Very simply put, we'll come out with a lot more detail surrounding it over the next few months. And I think that existing investors and then anyone new looking at it will start to piece it together and go, wow, that is exciting because it really is. And incidentally, there's 600,000 small businesses on their platform too. So those are all candidates as well for the e-wallet. Wow, that's impressive. You guys have done some big things. Now you mentioned the NEO exchange IPO, which was a 5.9 million IPO. What fueled your decision to enter the Canadian market? This is a small market. It's 30 million people. You just mentioned 900 million customers. Why Canada? Why Canada? Well, for years, we've been referring to ourselves as the Shopify for mobile. They probably wouldn't be thrilled about that. But we're considerably smaller than they are. So I don't know that they'll mind too greatly. But Canada is the home of Shopify. I think you go ask 10 people, hey, do you know Shopify? Most all of them will say yes. I mean, it's been a massive success story. It's been a point of relevance for us. And so when we were evaluating places to IPO, we looked at Canada. We looked at Australia. We looked at... But it made more sense to say, okay, if we can IPO in Canada, home of Shopify, we can have an investment bank lead the deal. We can be on a senior global exchange with the NEO, which the NEO is, and get a lot of attention along the way. Why not? And so that was the decision. And we've been thrilled with it. Very good. And we're thrilled that you guys are here. Now what sets logic apart from other e-commerce and fintech solution companies in the space? Okay. So in addition to demographic focus, looking at SMBs and offering tool sets with full transparency and access to products that usually only the big guys get, regional focus. So again, we're in Southeast Asia. There are currently three US listed companies that have a focus on Southeast Asia in terms of tech or fintech. There's C Limited. Their ticker symbol is SE. Their current share price is $326 a share. Two years ago, it was 12. Yeah, it's been monstrous. Yeah, $170 billion market cap. And that's huge. And where are they focused? Indonesia. Fintech, they do e-commerce. They do mobile gaming. I mean, they've been a massive success story. Grab, which is the equivalent of Uber in Southeast Asia, but they actually ended up beating Uber. Uber sold their operations to Grab. Grab just announced they're going into a SPAC called Altimeter Growth. That closes Q4 this year, but it's currently carrying a $45 billion market cap. And then there was one two weeks ago called FinExcel, which is in Singapore, but has an Indonesia focus. It's a fintech platform. Their valuation is $2.5 billion. They've agreed to go into a SPAC. So there's three companies that operate there that are public in the US. You will literally see in the next 18 months, you'll see at least another 10 to 15 coming public here. So what does that mean to individual investors who are hearing about this now? Well, when you see this thematic move of institutional money and Main Street money looking for deals in the hottest emerging region in the world, it makes sense. And if you can come in at a reasonable valuation or low valuation, it's generally a foregone conclusion. So regional focus, simplicity, ease of use, target demographic, and I think the most compelling right now is our valuation, or that can be. Now, I know you are also in the food delivery service. Can you explain what differentiates you from your main competitors, companies like Dash popping up all over the place right now? Everyone's getting food delivered because of the pandemic. So it's a good time to get into the space. What makes you guys different? Sure. Okay. So just to clarify, we are only operating that business in Jakarta, Indonesia right now. And the reason for that is we wanted to launch a pilot on something that's, it's different enough from the existing ones. But the net results are what's really interesting. So if you look at cities in Southeast Asia, Asia in general, I mean, we certainly have our traffic problems here in New York. And I'm sure that folks in Toronto and LA are quite familiar with that. But if you look at places like Jakarta, every time I've been there, it's taken me two to five hours to get from the airport to downtown. Crazy. That's 20 miles. Yeah, that's why. Yeah, I've sat in the car to go a mile for an hour. So wow. All right. So if you're going to order food, even, even though a scooter or motorcycle is faster, they're still in gridlock as well. So if you've got an hour for lunch, right? Do you want to wait 45 minutes for your, for your food? No. Usually no, right? No. But that is the average time there as well as other, other regions. And so we took a different approach and we thought, okay, what can we do different? And that is what's called geofencing, trying to stay away from these jargons. But what does that mean? Okay, geofence is basically a virtual fence around a specific area. So where you're broadcasting from right now, we could set up a geofence in your area that resides on your phone. So if you've got the app, it's going to tell us within 500 meters, which, which restaurants are in your area. And we have people on foot, not motorcycles or scooters in your area that will go pick up your lunch and drop it off at your building. The average time there is 14 minutes, not 45. That's a third of the time. So that's, okay, that's time saving. All right. And for you as a consumer, that makes all the difference. You actually get your meal and it's hot, and you got it in 15 minutes instead of 45. So why did we do that? Well, going back to what I was describing earlier with the eWallet, you come in with things that are a little bit different, because you got to aggregate more people to become relevant and get the brand out there. So we've got 150,000 individuals who buy their lunches from us on an app. We bring them at malls. And all this is leading towards the ability for people to say, okay, I've got something on my phone. So they may have the eWallet, they may have the food delivery app, but you get both with the download. So you can use either. And then as we roll in microfinance, you can use that too, or you can use all three. So just building up a compelling platform that people say, okay, wow, I'll use these things, or I may only need one because I already use one of the other competitors and that's fine. So I think it's great. I mean, I got so many apps on my phone. So if I could have one app that does multiple functions, it makes all the difference because I don't want to go in one app, get out of the app, go into the next app, order the next thing. So I think it's a really good idea, very smart. Now Logic has clients that range from thousands of SMBs around the world to some notable publicly traded Fortune 1000 companies. Can you tell us about some of your major clients and how those relationships were formed? Sure, sure. So the ones that are publicly traded and in our presentation have actually given us permission to use their name. So there's a few others that we'll be talking about soon that I think I'm pretty sure that most of your viewers and certainly people who we talk to regularly are going to recognize these names because their commercials are on the radio and TV all the time. But they have a specific need much like what we were describing earlier for the whole ad tech thing where they're having to compete with the Amazons of the world. I mean, if you've got a market cap of called a billion dollars in your ad budget or your lead generation budget is a million dollars a month, you still have to compete against the guys that are 10 and 100 times your size. And so you want to find ways to effectively do that. So when we've had the opportunity to compete for business on a side by side basis against existing platforms, that's basically how we've won this business. That is historically in our lead generation business, which was the first acquisition we did last year, a company based in Minneapolis. So we do have other Fortune 1000 companies that use the platform. They don't like to trumpet that they use that platform because the competitive advantage that they have through that is something that they don't want their direct competitors to know they're using. But I suppose if you're doing enough research or corporate intelligence, you can figure it out. But I would say that the customer acquisition we've had of names that are familiar or publicly traded and carry reasonable size market caps has been a combination of the attention they get from us, the tool sets in the access to tech that they would not normally be able to get, and then the evolution of other things that matter to them that we show to them, not for the purpose of upselling, but for the purpose of them being able to better compete. Because if you've got someone that gains a competitive edge is selling more because of the things you provide them, they're absolutely going to be returned customers, and therefore you're upselling them anyway. And so from a shareholder perspective, you start to see these bigger names start to come in, you see them announced, and you realize that, wow, this little company that very few people had heard of is now becoming something that more people are hearing of. And that's usually quite a good time to get in. Yeah, I mean, that's how you build a winner. And we love to understand the fundamentals. So where do you see logic in the next several months? And are there any upcoming endeavors that investors should keep their eyes peeled for? I also want to ask you about your share structure because here at Rich TV Live, we love to understand the share structure. We love tight float stocks. That's like one of the keys to our success. We run when we see companies with billions of shares, especially small cap companies, because that typically doesn't end well. So can you talk a little bit about what you guys have in store for the next coming months for the rest of this year and beyond, and touch base a little bit about the share structure, and maybe how many shares are held by some of the people like yourself or the insiders and how you plan to attract more institutional and retail investment. So okay, one thing that's notable this year over last year, although our revenues this year compared to 2020 look flat, that's on purpose. So what did we do during COVID? We got really aggressive about taking a look at the existing business when this was in the early Q2 of last year. We said, all right, what can we do better to grow the business? And the first thing that we noticed is our gross margins were in the low teams. You can obviously grow that, but we needed to be able to grow that and sustain that, and that's not as simple as just making a decision. You have to restructure a lot. You have to do a tremendous amount of rolling up the sleeves. And in that itself is there, it comes with a risk because you're essentially talking about cutting out business that represents lower margin or layering on considerably higher margin business through revenue growth, which is expensive. So during COVID, we didn't really have a choice. So we restructured the business. We looked at that V shape, right? So we went through that. So yes, our revenues came down during COVID. But if you look at the gross margins last year at this time, they were at 13.1%. Now they're nearly 30%. Wow, more than doubled. More than double. So I'm saying, well, you guys flat line your revenues. Yeah, we made the V, but that's the equivalent of doubling the revenues. That's right. But if you double the revenues, it's like, what comes next? And then when do you address margins? We address the margins first. We're starting to see that sequential growth come back. And what are we telling investors to look at next? The continuation of gross margin improvement from existing business and the whole ad tech platform that we literally just rolled out last month, and we've already onboarded 12 medium-sized ad agencies. This is that whole trade desk, little thing, right? So we've onboarded 12 customers in one month. The month before, we integrated the platforms. So in two months, we've done a tremendous amount. But those gross margins on that business are 60% to 70% rich. So yeah, so that is exciting. That's the stuff that Tom and the newer team were brought in to evolve. And so not only is the existing business increasing in gross margins by over double, but going forward, we have the opportunity to have a blended margin that looks like the job. So I would say to investors, pay attention to that. Pay attention to new customer wins. Pay attention to updates on the pilots that are launching on initiatives that we set out in the middle of COVID that are starting to come to fruition. And then also pay attention to the fact that we just IPO'd in Canada. And what we have historically said is after that happens, we intend to uplist the OTC shares to a senior exchange here in the States. NASDAQ. So technology company on the NASDAQ, it just makes sense, right? Yeah, it does. And so yeah, I think that all of these things put together could bring us in line without being undervalued. How about your share structure? It's very important to us to understand the share structure from a quick look. It looked like you guys have a very, very tight share structure. Can you talk about it? We do. Yes. So people look at shares authorized. When I took over the public vehicle that is obviously now logic, it actually had 10 billion shares authorized. So I changed that to 250 million, which is, I think, reasonable. I think most smaller companies have those shares authorized. But that doesn't mean by any stretch that you're going to use that. We have it. We currently have 22 million shares issued and outstanding. I love that. Yeah, we've got 12 million in the float. Great. Okay, so we've got a small float. Management and affiliates own about 16% of the outstanding. Okay, very good. So yeah, we've got something. Now finally, how can investors get in touch with you? We're going to have investors from all over the world seeing this interview, seeing this video. We love to identify companies. And it was funny because before we did this interview, one of our members was like, what's the next company that's going to uplift? And I was like, well, I might be interviewing them. So for those investors that are interested, how do they get in touch with you? Sure. So we use an IR firm. We use two IR firms since we're dual listed. In Canada, we use hybrid. And in the US, we use CMA on our press releases. And I'll certainly provide this to you. It has the email of CMA. And then I can send you the IR email for Hi, everyone. But we've got a very comprehensive IR program. So as long as someone is on the email list, they get regular updates. And we update the website all the time. We do conference calls. We do a lot of outreach, which is actually going to step up very soon as well. And I really appreciate being on your show because I think that this will absolutely be instrumental in getting the word out to people who are looking for companies that are compelling and are interested in building charitable growth and have the profile of something where it's not here today, go on tomorrow, but you're in for much bigger and better things. So yeah. Fantastic. Well, thank you for your time today. Very excited about watching you guys grow the president and executive chairman Brent, son of logic. And guys, remember, if you like these videos, please smash the like button, comment down below, share the video everywhere and subscribe. Remember, Rich TV Live is strictly for information education purposes. Please do your due diligence, do your research, consult a financial advisor before you make an investment in anything that we talk about or discuss here in Rich TV Live. In saying that, very impressed with the company, Brent, I think there's incredible potential for this industry that you're in. And it seems like you guys have multiple arms in the sector getting involved in so many different places specifically in the Asia Pacific region. I think that that's a very fast growing region that you guys are targeting. And I think it's going to be very exciting to see you guys grow. And hopefully you guys can uplift soon and our community can benefit from that. So thank you for your time today, Brent. Thanks a lot, Rich. And thanks to everyone watching. Always a pleasure. Like I told you guys, if you're not winning, you're not watching, we bring you the winners and we bring them to you first. This is Rich from Rich TV Live with Brent's son, the president and executive chairman of Logic saying, have a nice day. We'll talk to you soon.