 you know, how much do you pay your first employees? I think it's maybe even better to take a step back and say, you know, how do you even look at that? You know, how should you look at the talent that you bring on to your startup? And, you know, is that a founder? Is that, you know, partial equity for salary? Is that full salary? Maybe to help them understand that maybe a little bit more. And then also the, you know, when should you establish a physical presence? One of our viewers out there, you know, are working specifically with remote teams. And so when do you need to have a physical presence, if ever? Yep. To me, with the employee thing, you should always pay your employees enough to live, right? And this is something I see startups not do and it really makes me upset. I see this happen in the U.S. as well where we have unpaid internships. Your employees cannot work well for your company if they cannot feed themselves, right, or house themselves and they have to worry about paycheck to paycheck. So make sure you understand that. I see a lot of companies to try to pay people just in equity when they're very small. I've gotten this too as a consultant. It's like, well, you're a consultant, we'll just give you equity in exchange for your time. And a lot of people who are not well familiar with startups would say, oh, great, because this could be the next Facebook. Something you really know, equity rarely ever turns into cash. Even if you get acquired, you have to pay back all the investors, all the founders, all the outside money that came in first. And there's usually very little left over in 99.9% of the cases for the employees. The only way you make money off equity is if you get acquired by multitudes, like 20 times more than what was put into your company. And then you might not even get a lot. So really understand that. You trading equity for somebody's time is not the best deal for that. So I always try to make sure that it's very ethical and fair when we hire employees on. You wanna make sure that you're giving them a salary that might be slightly below what the standard is out there. If you're gonna do that and you're still strapped for cash, that's okay. But maybe make a deal with them. Maybe you don't need those employees to be full-time. Maybe you can make them four days a week if you only have a certain amount of cash and they can freelance on Fridays. Like try to figure out how to work it out that way. So it's really interesting to really figure this out. For equity-wise, it's always good to give somebody who's spending a lot of time who's dedicating some share in the company. That's great. Equity should be a bonus. It should not be looked at as a sole way you're gonna pay people, right? So when you are looking at equity and how much to give, I'm not an expert on this. There's a lot of legislature, not legislature, but a lot of documents out there that will tell you how to do it from investors. The thing to remember is you want to make sure that they're spending enough time in your company for that to actually vest. So that was the biggest advice I got in Italy. It was like, make sure these things don't invest immediately, which means that you just hand them shares. Make sure they vest over two years so people don't just work for a week. Take the shares and leave because if they leave, they will then have those shares forever. So you want to give them options and you want to make sure they vest over time. The right amount, I'm not exactly sure. Something that you can probably find on the web, but it's really important to have that cliff, to have that two year cliff, one year cliff, whatever you're gonna look at for that. But knowing that to make sure that you have a salary that actually matters and will attract the right talent. For me, when I was starting these companies, it's the biggest, I had, I started them very frugally, right? Like I put a little bit of money into it, not much, but I tried to just focus on monetizing, getting as much profit in. And it got to a certain point where I couldn't do everything myself. So that's when I started hiring people onto my business and working with them. And it was scary for me to actually trust somebody with that amount of work, right? That was my biggest fear. It was like, oh no, are they gonna be as good as me? Are they gonna be dedicated? And when you pay people a decent salary, right? That they're happy with and they don't feel like they're struggling. If you pay people under what they're worth, they're not gonna be happy and they're not gonna be dedicated to you, right? So you want to pay them what they're worth. Then you will get people who are dedicated to you. Then you also have to trust them, right? You have to let go. That was my biggest thing. I had to just say, okay, this is where we're going, like how do we get there? And I asked for their opinions and I let them participate. And then they feel like they have a share in building something. So that was one of the hardest things for me to actually learn was hiring those employees for the first time. But it's amazing when you get good people, right? Like hire slow, fire fast is a big thing, but make sure you have the right people working with you.