 So we're out here in San Francisco at the Bay Area at a conference called Social Capital Markets, also known as Socap 11. And today it's really a privilege to be sitting here with David Murphy, CEO of Better World Books, an organization that is really held as one of the, I mean truly epitomies of those models at the intersection of money and meeting. And David, I'd like to start just with a brief explanation of what Better World Books is and what you guys are pushing towards in achieving. Sure. Well we like to think of ourselves as the online bookstore with a soul. We are an online bookseller, we're now one of the top five online sellers of used books in the world. But we have a very unique business model. We started about eight years ago with the idea that there's a lot of books out there that end up in the trash, unfortunately end up in landfills, aren't put to the use and we believe that you could, if you could get your hands on books, that there was an emerging opportunity to sell those online. So and then eventually we've kind of brought it even into the community. So it's all about how do we acquire used books that people are willing to donate to us because they believe in the mission, they believe that every single one of those books will either be sold to fund literacy, will be donated in and of itself, or will be responsibly recycled and kept out of landfills. So that's the brand promise. Let's face it, if you're going to buy a book and you're going to spend some disposable income, why not do it in a way that's going to change the world for the better. That's essentially where we are today. What is, what's the key to the success in terms of scale? Once you have a proven model and it's working, how did you leverage that and get to where you are today? Well I think we paid attention to some of the real core basics at the beginning. If the mission really is to change the world through literacy and education and be serious about it, that's, you have to scale. It's an enormous social challenge and we need some leadership, we need access to capital. And so that led to me jumping in, sort of moving from mentor role to let's come in and be CEO and take this thing and run with it. So mentorship can be critical in terms of? Oh, very critical. I say that a lot. Some people think it's come up with a brilliant idea, get a bunch of VCs or angel investors or whoever to bring some money and that's part of it. But oftentimes it's the counsel, the advice, the connections. It's what you bring to the table, which is, again, one part is a check but one part is, what about all those relationships? What about your Rolodex? What about people you can introduce us to? And that's huge. From your perspective, what are the differences and what are the hurdles that you've experienced and overcome throughout the growth of the company? Well I think it's always a balancing act in terms of, on the one hand, growth is great because you're getting more and more people to buy in what you're doing but it's creating stress points in the system. And I think in our case a lot of it was as a social enterprise, some of our early challenges and I think in some cases it's still true today although much less so which is having to explain what the heck a social enterprise is, especially a for-profit one. So it's getting a lot of outside validation and sort of independent thinking around this model that's helping. In the early days, I mean, that was a struggle because people would just want to compare you to a non-profit and you'd say no we're not a non-profit and it took a little bit. So with the social enterprise space, we've seen such a progression over time but where do you hope it is five years from now? What do you hope people are talking about at SOCAP in these types of convenings and how are they looking at social enterprise? Well a couple things for me, scale. That shouldn't be unique or somehow have to be explained differently for social enterprise and we just don't have enough of that right now and I would hope five years from now that there's thousands of you know social enterprises that have truly scaled and I think to do that you know again it gets back to are you paying attention to the basics and how you really build and scale a business. So we have to be all about the experience and that's the value proposition and the service we're doing to our customer and that of course is common in any business. So for all these companies in social enterprise to scale I hope they get that and I hope that they view the fact that they may be passionate around their mission but do they have the people around them? Do they have the access to capital they're going to need to scale? So that five years from now we've hopefully said yes the social enterprise space is acting very much like a capital market should in terms of money in and money out and that money out piece is going to take some success stories that really again aren't there's a few out there today but there needs to be many many more. Well thank you so much David. You're welcome. Really a pleasure. Thanks so much. You're welcome. Thanks guys.