Tell me about your vision.
Yeah, my vision. We are first off. I'm a partner in a fractional CFO firm called Prosper CFO
where we handle, you know, not just CFO work, but
the three tiered system of accounting, tax, and CFO work.
And we're out to build what we believe is a categorically just different model out there in the in the workforce. And so
what is our our goal with it, man? We want to be a company that is delivering high level value and that we are rewarding our
employees and everyone else in our team that to really just look to the company to create additional cash flow
and tax savings. And so that's even part of our 10 year goal is we want to create a hundred million dollars worth of free cash flow savings and
tax savings. And that's what we're measuring in our company. We're not tied to a billable hour or anything like that.
We want to be a company that really shows up and shows up for our clients that that we see them and we're trying to create
an opportunity for us to
have a significant ROI on what would
typically be considered a cost center, right? Where you
know your your finance function is typically just viewed as that cost center. And while we might not ever be revenue generating,
we're trying to make this something where it's clearly a profitable endeavor for
small business to really have, you know, the the impact of a CFO at a very, you know, low cost level
for, you know, business owners who are in the one to 20 million. It might not need to go and hire a full-time CFO.
Thank you, David. That was a useful question for the structure boards. I don't think the curve has got quite as far on this one as the
other points off, so
Our other question is, haber, was there some sort of
potential spending that died out without the needs to be produced as a utility for theki
return of banks being held bite. Isolation is actor