 I do have one question though and a lot of my friends they have the network, they know the investors here, both angels and VCs, you name it, but they get better terms down south. Yeah, I know what you mean. They get better terms, I don't blame them, founder wants better terms. But at the same time, the way that I look at it is that there's always a two side of a story. I just found that the valley they certainly have a lot more capital from just the economy perspective. They've been longer. So for them to actually bet on terms and then things like that, it's great. But I think what it comes down to is that it's always looking at people who can add value to your company. Yeah, you don't want dumb money, you want smart money. Right. So sometimes I just feel that obviously if they can find better partners, they feel that the people they are raising money from have the experience or expertise can help them if they can find them in the south, go for it. I'm not saying that let's keep everything in Canada. The entrepreneur has to do what it's good for them. It's a survival game. If they cannot partner with themselves, with someone that actually can help them to the next step, then it's meaningless. I also have cognitive dissonance when it comes to, I have a hard time wrapping my head around from a founder's perspective where it's like, okay, you're doing a series A, whatever series, and you're valuing good at X, the amount of value you got to return for that valuation is ridiculous. And for me, I'm like, is that company really worth that much? That's exactly my point. Really? This is exactly my point that I was trying to get to. Valuation, good terms, I think everybody wants. But usually what I recommend, entrepreneur, is to think three rounds ahead. Because let's say I have seen companies that have some good traction, not ginormous good traction that people have to die to get in, but it's good. They have a few hundred thousand users in an early product and actively engaging. And then people say, you know what, with this, I can easily go to the valley and raise 10 million dollars on a 30 million valuation. I'm like, good for you, if that's what you're looking for. But what I would be very concerned about is if you have 300,000 users for this round, you probably want an up round, you know, next time, you're already at 30 in valuation, you probably want to be at 50. How many users you have to grow from 300,000 users to 50 valuation? You probably will have to be 10 X to at least 3 million minimum minimum minimum. And those are active users, not just users, then logging in. Do you really know, do they really know in the next 18 months, because that's pretty much the next round, you know, in terms of timeframe, that you can grow. And I think, you know, the way that I look at it is coming back to the very first point you asked me at the beginning of the show is how much money they want past spend, you know, in marketing. If you're going to raise 10 million dollars, 8 million is going to go back to Google and Facebook. You actually may not actually have a product that has a product market fit. Totally. Then you have just burned 8 million dollars to grow your user base from 300 to maybe 600, and you are far from the 3 million mark that you need to raise a 50 million dollar round. So what that means is you probably have a down round. Yeah. That will look so bad. Right. I actually have a theory. I think the approach we've seen last year specifically since SoftBank came in, of the crazy valuation, I think that's slowly going to be going away, especially now with what everyone is seeing happening with WeWork. Yes. And, you know, when I first got introduced to VC space years ago, and I started understanding it and reading about it and talking to some people and then looking at business model, call me simple, but I like profits. And when I see some of these companies, I'm like, am I living in a cuckoo house? I'm like, serious. Yes. I get the model, sure. You want to go IPO. I get it. I understand it. I understand it. I get it. I get it. But you're not making any money. Right. So that's why for those opportunities, it has to be reasonable in terms of, you know, valuation. Right? Think about Wattpad in the early days. You know, we were making $2, $5 away from break even, but that was the beginning. But even when we raised Series A, you know, we were making, we were making decent money. You know, it's all ad supported. But if we need to step on the gas to, you know, hire more engineers, you know, make the app, you know, much better, that would right away put us back, you know, to the red. So we do actually need that kind of, you know, capital infusion to, you know, scale the company. But you're right. It's not sustainable to continue to be, you know, on the red for like God knows how many years, right? So it's important. But I think, you know, it, it, it, depending on the business, especially if it is B2B. Yes. You must have a margin that margin has to be able to do something. Honestly, the older I get, and this is, I like B2B more and more. The sales cycle is longer. Yeah. But if you can get into like legacy contracts and get some of these like upfront, it's like such a big cash infusion. Right.