6 Exits by 24: The Pattern Behind IntentPost’s Startup Sale

All right.

I'm here with Faiz Imran, who's had 6 acquisitions, 3 on Acquire. Faiz, how you doing?

I'm doing good, man. How about yourself, Andrew?

Doing good. Before we dive into all the acquisitions, do you want to give a brief introduction of yourself for people that may not know you?

Yeah, I mean, my whole life is some funny enough businesses, so that is me. But I'm a serial entrepreneur based in Atlanta, Georgia. I've had 6 exits and I'm 24 years old.

That is incredible. That's a lot of exits in a short amount of time. Do you want to briefly go over a few of the businesses? What did they do? What problem did they solve? You can focus on, you know, 1 or 2 or all of them. It's up to you.

I'll do a quick run. So 3 of my exits through VentureBack, 3 were bootstrapped, and the journey of them was very interesting. Some of them are all over the place. So when I was younger, I was 9, I wanted a phone. That's kind of where it all started. And my parents were like, absolutely not. But I grew up in a family where it's like, if you want something and we say, now if you can figure out how to go get it, like, by all means. So I, I used the savings I had to buy, um, phone cases, and I sold the phone cases to the kids who had phones in school. Then from there we sold cologne, and then from there, you know, I started selling fidget spinners. And eventually that led up into just, you know, kind of growing up with the entrepreneurial spirit, right? Like knowing that I can go out there and, and provide a product, and if people want it, they'll pay, they pay for it, right? Um, from there started, uh, my first actual company, I guess. It was called Everscent. It was a Kickstarter project. Um, it was just It's like a necklace that's like an air freshener for a person. So as you walked around, made you smell good all day and it was 3D printed. It was just a crazy idea. I launched it on Kickstarter and nobody bought it, right? A couple of days go by, still nobody bought it. And then I was like, okay, you're going to have to do some type of marketing. Um, I buy this email list of 80,000 people and just blast it. This is back when like people didn't do this often. Um, so woke up the next day, we had $2,500 in orders and I was like, Okay, that is insane. My parents are like, how did you do this? Like, you didn't do anything wrong, right? I was like, I don't think so. So anyways, it was a cool experience. I got really overwhelmed because I'm like, now I got to actually ship things. And we started getting a whole bunch of messages from a ton of people. We were doing some social media stuff, posting on Instagram, running emails, and eventually someone came in and was like, hey, we'll just buy everything you have, you know, in involvement to the project for a small sum of money. And I was like, absolutely, yes. Please take it, 'cause I had no idea how to deliver. So from there I was really bored. I was like 15 at the time and I'm like, okay, now what? You know? And what I decided to do was take all the skills I had learned setting up that Kickstarter project. So building a website, you know, setting up some social media marketing, running emails, cold emails. And I was like, hey, other people can probably use this. So I spent 6 months door knocking and cold calling and nobody said yes. And eventually one guy was like, I'll pay you $5,000 for a website. And that was the start of my next company called Fizma. So Fizma over, you know, fast forward 4 years, I got everybody in my high school involved and we're cold calling and selling. We grew to be one of the largest marketing agencies in Atlanta. We ended up working with a lot of Fortune 500, um, some names like Avid, McDonald's, and many others that other people probably recognize. And we did web development and influencer work for them. We got acquired right before I turned 18. That was, I would say, probably one of the largest acquisitions I, you know, I had for the next couple years. Um, and then from there, jump into the media world, building off of the influencer relationships, start a company called Business Blurb. Um, we end up being the fastest growing Gen Z media company of 2020. We got a billion views in 3 months, and all we did was take news from other platforms and put them on TikTok, Twitter, Instagram in a manner that Gen Z digested and understood it. So that was fun, a fun ride. I was really burned out from there, and I decided to travel and just move to Austin, lived there for a little bit. And by accident, I stumbled upon— I ended up living and, and being friends with a whole bunch of YC founders. I didn't actually know what YC was at the time, but I got very, you know, immersed in the world of startups where it's not about making a couple million bucks. Like I was for myself and my team of 100 people. It was about making billions of dollars, creating billions of dollars in impact, you know, reaching so many more people and utilizing other people's capital to go faster. And that was just something very new, very exciting. So I launched a series of failing startups. Some were pretty cool, but ultimately didn't work out. And eventually I got really, you know, crazy about this idea for creators. It was called Backspace. If you're familiar with WAP or Skool, that's exactly what we had built. We had built it a little earlier. And the idea in short was let's build a platform that allows creators to monetize their communities without relying on YouTube. And back then, TikTok didn't do payouts or anything. So it was really just YouTube and whoever did monetize. It was very inconsistent. And when they wanted to set up their own ecosystem, it was very, you know, siloed out. You'd have Discord, you'd have bots, then you'd have Stripe, then you'd have Google Sheet. Who paid and who didn't pay? Who do you need to upsell? Who do you need? It was a lot of different steps. So we raised money. It took me a year to get our first dollar, uh, which it was really, it was really frustrating because when you have these bootstrap exits, You've done well for yourself, but you haven't shown investors you can return their money. So it was really— it took us a while to raise some money. Eventually we did. We spent hundreds of thousands of dollars in building a product and engineers, and we had 2 million people on our waitlist and we even got nominated for Product of the Year. But then when we launched, people did not use the product the way we thought they would use it and just it didn't go as we kind of planned. Started running out of money fast, went to go raise another round, and eventually it was more lucrative for us and our investors to sell. To private equity instead of raising another round. So I was really burned out, really depressed over that because I was like, this is my endgame. Like, I was really excited about this. Like, I'm the guy to build this company. And hey, you know, it just— well, everybody was even and everybody made some money. It wasn't, you know, kind of what we wanted. So I was like, I'm never starting another company again. I'm done. Never ever again. I moved back to Atlanta. And funny enough, in that kind of stay, I launched my second venture-backed company. This time we raised, um, our entire round, which was only $300 grand, uh, for in a couple days. And the company was actually a mental health company for entrepreneurs. It was called Peerbase. Uh, we sold this one on Acquire. And, um, very simple concept. There's people going through similar things and there's people that don't understand what you're going through because they haven't been through it. I had sold multiple businesses. Everybody was like, I don't understand why you're feeling this way. And I'm like, no, you can't understand it unless you've been through it. Um, I put together a group of friends who were in similar positions and then we all split the cost for a coach. And I built this on Airtable, Zapier, no-code tools, did not spend hundreds of thousands of dollars. And I kind of just built a product for myself, sold it between friends, and then, you know, built it up more and more. What actually happened was very interesting. We doubled every single month. So first month we had 4, me plus, you know, 3 other users. Second month we had 8 or a little bit more than that. Then the next month there's more and more. It just kept growing. So that was really incredible. Brought a CEO in because I was still burnt out and I didn't want to run it, run the company. So we brought a CEO in, he ran it up until we were ready to get, you know, do the acquisition. And then I stepped back in and helped the acquisition go through and get everything done. And then from there, took a completely different path, worked at a company called Fraction based in Atlanta. We placed fractional CMOs, fractional CTOs, and I took that company from $2 to $12 million in annual recurring revenue in a single year. Very fast-paced, happy to dive into how, how we did that because it was more recent. And then, um, from there, while I was there, got the itch as every builder does, started a consumer packaged good company called Nectar Patches. Very different than anything I've ever done before. Someone showed me a product, they're like, this cures hangovers, and, and, you know, this gives you energy without, you know, taking a pill or anything. And I was like, yeah, I don't believe that. I put it on, got a massive headache, and I was like, okay, so it did something. And then I eventually sourced and tried to find ingredients and Took a big bet on that company, bought a ton of inventory. We got into a handful of retail chains and sold online on Amazon. I think we— so we sold that company about a year and some change ago, and it was a massive exit for me because it was bootstrapped. No partners, no investors. I just took a big bet. It paid off. And then from there, after that, I resigned at Fraction and got involved with the most recent company we just sold on Acquire.com, which was in TapPost. And it came from the concept of while I was at Fraction, I watched B2B change a lot, marketing specifically in B2B. What used to really crush it for us, even at Fraction, like cold email, you know, it took us from 0 to 2 million, wouldn't take us from 2 to 12. It wasn't because, you know, cold email doesn't work. It's more so that everybody was sending these personalized cold emails and LinkedIn messages and it just didn't stand out anymore. So I had this wild idea like, hey, things go in circles. What if we really just disrupt the pattern with sending physical mail? Like I'm talking, we sent this one to Vercel.

Yeah.

Physical mail with people's faces.

Nice, I dig it.

And there was a lot of issues in doing that, right? Like instantly cold email platforms, you just go there, you give them somebody's LinkedIn, they give you the email address, right? They tell— they set up the inbox for you, they send it for you, they tell you when it's delivered, they send automations to do the next piece for you. Nobody does that for physical mail. I mean, I guess it's old, right? So that's why. Yeah, we did that for physical mail. You'd give us a LinkedIn address, we'd give you home and office address based on public data, and then from there we would You know, use AI to draft what goes on that. We'd send it as soon as it delivered, we'd let you know and we'd let you trigger an automation to follow up digitally.

Nice.

So what's really interesting is the way we built this company was very, it's similar to how I built Pearbase, but Pearbase was an accident. This, we did it very intentionally. We built, uh, we sold the product before we built the company. So I got on LinkedIn and I was like, here's this wild idea. And a couple people thought it was interesting. So I set up a website and a landing page. Um, and the big thing is I put a payment link on there. You could buy on the website. And a lot of people are scared to do that. But anyways, we'll dive into that. But we set up the website, we let people pay us, and after 2 weeks somebody paid us $2,500 monthly recurring, like they subscribed. Incredible. So jumped in and we built that company. We took it to $120,000 in annual recurring revenue in 6 weeks, signed up people like HubSpot, PostHog. And after a couple of months of operating it, we sold it on Acquire.com.

Hell yeah. Damn, dude, you've been busy so far in your career and you're only 24. That's, that's incredible. Yeah. I guess my first question is, How do you come up with all these ideas? How do you keep, like, all the businesses, they seem so different from, you know, packaged goods to sales tech to, you know, a Whoop competitor platform. Like, how do you get, how do you think through ideas? Do you have like a framework or things you look for? I noticed a few times you, you know, had experienced a problem at previous companies. Is that a way you get ideas?

Yeah, that's usually how it goes in building one company. And, and a lot of the builders watching this will resonate. You see a lot of problems and you come across a lot of things are tricky and difficult. And you were willing to pay money for, you know, a solution and there wasn't one. That's usually how I go about it. As of recent, you know, I don't have any grandiose ideas. But yeah, I mean, started my, you know, agency came as a result of what we did to make that Kickstarter campaign. And then after that, the media company came as a result of all the influencers we work with at my marketing agency. Then after that, I had built a platform for those creators, right? And then after that, I was burned out. So I built something for myself. Adjectives are completely random. Like there's no correlation there. And then the mail company, same thing. When I was at Fraction, I saw what was working and what wasn't working for us and figured other people could use it as well.

Love it. How do you think about distribution? Are you sales focused, like cold email mainly, marketing focused, both? How do you think you're getting the initial customers?

So marketing is mainly what I do. In the past, before AI, I'd always have a co-founder to build tech. Now it's all distribution and marketing focused, so I don't build the product. Until we can crack distribution. So some of the experiments I'm running now, you know, I'm messing with some consumer stuff. It's distribution first. And if it works, if it goes viral, if people are clicking pages, if people— the big thing— if people are spending money, even if they spend a dollar, that's better than 10,000 people signing up on a waitlist and saying they're gonna spend a dollar, right? So we start there and then from there, because when you start there, all you need is a website or a landing page or something to capture, and you can iterate that very quickly and drive traffic. So we do things on Instagram, TikTok when it comes to consumer. Where for LinkedIn, for B2B, we go at LinkedIn, LinkedIn, like building in public, not even, you know, running ads. And for B2B, when it comes to paid advertising, we actually had a lot of success with Meta, which a lot of people will get on LinkedIn to try to run ads for B2B, but they don't realize the entire— all the same people are on Facebook and it's less competitive to get those people on Meta than it is on LinkedIn. And yeah, we use CAPI, Conversion API, to target those, you know, B2B buyers on Meta. And train our pixel up. But yeah, so a couple of different tactics, but all of it starts with distribution first, get people to buy and then build around whatever they think they just bought.

Nice. I love that. Damn, you've been through 6 acquisitions. What do you think like the biggest learning has been like with venture-backed ones, bootstrap ones? Like how do you think about acquisitions today compared to maybe your first acquisition too?

That's, that's, that's a— there's a lot to unpack there. So one, venture-backed versus bootstrap. I've done both. Now, certain businesses— this used to be, I feel like, more true before. Certain businesses would require you raising money unless you had a lot of capital. I don't think that's true anymore. So because of that, and to even go deeper, I think people can solo build companies that make more money than they can probably spend in a lifetime. So venture-backed versus bootstrap. Bootstrap, you need a smaller exit to make a life-changing amount. And I think that's what we're That's what matters in acquisition. It's not the actual number. It's, is it a life-changing number for you? Um, and I think that's way more possible bootstrap than venture back. I have made more on my bootstrap exits. Like any, a single one of my bootstrap exits has made more than probably all of my venture-backed exits in terms of what went into my pocket, right? The actual numbers, sure, they're higher. Sometimes investors get their money back plus more than, you know, these liquidation preferences. And then after everything is said and done, then usually the founders get paid out and Sometimes after you do that for 2, 3 years, it feels like you kind of just had a job, um, you know, and you get to call more shots than, you know, any normal job. But with bootstrapped exits, truly, while you do take all the risk, um, all the outcome is yours. Um, so I do see myself bootstrapping companies in the future, especially in the age of AI. Um, but at the same time, hey, maybe there's a world where venture allows you to go faster and get ahead faster and you need that cash upfront. And then when it comes to— what was the next— I forgot the next piece of that.

No, I think this is a good kind of segue because, you know, I can agree with you more in terms of, I guess I get asked a lot, like, should founders bootstrap or raise capital? I always go back to, you know, if you're building a company, like, really ask yourself, like, what you're trying to get out of it. And I think if a lot of founders were honest with themselves, they just would say something along the lines of, like, you know, I'd love $5-10 million. You know, I'm just trying to potentially get rich. And then they get pulled into this other world of raising capital, where it's building a super large business, which is great if it works out. But statistically, like, your odds of success are just also so much higher bootstrapping. And like you said, if you exit a business for $5 million and you own the whole thing, like, that is truly life-changing.

Yep.

But if you exit for even $10 or $20 million and you've raised a lot of capital, not so much. Like, I have a buddy, who sold a company for $150 million, and I never asked him how much he made. And I learned recently, guess how much he made?

It was a venture-backed—

it was venture-backed.

$2-3 mil.

He made more than that. He made like $6 or $7 million.

It was just crazy, right? You see that big number and you're like, oh my God. And you got to also factor in how long it took to build that company and so many other things. But people don't realize, you know, what they're getting into. There's actually— you probably heard the stories. There's founders that have sold for $500-600 million and walked away with nothing. Like, yeah, so it's very insane. And I also think there's like somewhat of a toxic culture where people think fundraising is the goal, right? That's like they're celebrating the big fundraise, you know, they're all these crazy launch videos and sometimes they forget to realize the whole goal is to build a profitable company, build a business.

Yeah.

And fundraising is not where you should compete with other people on if you fundraised more, if they fundraised more. You're trying to make, you know, a living. You're trying to, you know, run an honest business. And that's what I'm trying to do at least, and make money, provide for yourself and your family and fundraising. Alone doesn't do that.

100%. Let's, let's do this. If you were trying to make, you know, $10 million, how would you think about doing that today? Like, where, where would you look for ideas? Let's just, you know, pretend like you're completely starting a new company from scratch. Uh, what are a few ideas you look at or markets you look at? How would you build it? Uh, let's just, let's see where that goes.

So a million is a lot easier. I've done that multiple times. $10 million is, is, is a little hard for me to speak on. I've scaled a company there once. Um, but Let's just say right now what I would work on, I think there's a couple things that goes into making a business that's successful or makes money. I think it's a little different on B2B and I think it's a little different on B2C. On B2B, you need to save people more time or save people more money than you're asking them to spend. So, you know, in the past it's like you spend the time building the software, you have unique insight, it saves them time and money 'cause they don't have to build it and boom, you know, it's all great and you're making money and scaling pieces, you know, there's levels to it, right? Like 0 to first $100,000, I feel like it's really hard, right? And then $100,000 to $2 million, it's do the same thing over and over again. Then $2 to $5, um, usually you're dealing with a lot of operations breaking, you're putting in more time, you're not getting more money. And then once you crack that, it gets a little easier to scale. But with AI, B2B now, they can see a problem and they can build a solution sometimes faster than you can, you know, deliver it, or for cheaper than you can deliver it. So I think B2B has changed a lot. And so if I was trying to make $10 million now, maybe I wouldn't go towards B2B if I didn't have data and, and something of value. Um, I would actually go in the consumer route. And the reason I say that is I can use AI to aggressively test different concepts, like the most random things. Um, I can use AI to set up a landing page, to build an app, and, um, even before that, I can use AI to push out content on TikTok and Instagram, see what goes viral. So I'm running a test right now, doing something in stealth, and in the first week of running this test, we got 500,000 views on TikTok. And, um, that's— to me, that's a signal. It's something, right? Signal one. And then after that, setting up a landing page, you know, running the app and seeing what we can convert from those views into actual dollars. And I think in 2026, if you can crack distribution, you know, you know what goes viral, you can, you know, really appeal or really strike a nerve with a certain niche in consumer, you can build the app that they're not willing to build, uh, first of all. And, and They don't know how and they don't want to learn how, and they'd rather just give you $50 or $100 for the year than go build themselves. So that's, that's what I would do. But I mean, if you want to get from $0 to $1 million, run a service business. It's the simplest thing. Don't do, don't do a startup. Definitely. If you're trying to make $1 million a year, do not start a startup. It's a very bad idea. It's going to take a lot longer and be very harder. You just start a service business, do something that other businesses need. Do, do you know, like very, very simple things can make you $1 million a year for I mean, I did it, you know, selling websites when I was 17. And there's a lot of other ways to make money, especially service and boring businesses than there is startups. Yeah, the $10 million mark a year, we've done it with service businesses as well. Startups is just hard to make money like in your pocket, you know, I don't want to make it like I don't want to demotivate people. You can definitely make a lot of money. It's just if the goal is to become financially free, you're better off doing with the service business or a simple SaaS that, you know, automates a certain service that you're doing.

I think that's great advice. Focus on maybe the non-sexy industries or services or businesses that you know are already making a millionaire. I think that's great advice. Agencies are great business. We've sold a ton of them at Acquire.

Yeah.

Yeah.

It's a great business. I mean, the reason we sold is eventually you get to a point where you're putting in more work, you're hiring more people, and you're not pocketing more money. And then that's kind of when it gets a little tedious. But then again, I think now in the age of AI, I feel like if I went back to my agency, I could have fixed a lot of those things and I could have made more money in my pocket without hiring more people. So we're just in a whole new era right now.

Yeah, it makes total sense. Tell me about some common mistakes you think founders make when they're trying to sell a company.

Oh, I've made a lot of them, so I'm happy to share on my time. One big one, or I'll share a couple. So one, a lot of people stop, they like let off the gas pedal. We're about to get acquired. Like, it's okay. Like, we'll deal with that later. Absolutely not. That's exactly what blows up an acquisition, right? And what I tell my friends and some portfolio companies I've invested in is you're about to sell, push harder than ever, put the gas on the pedal and go, right? Give them a reason to actually have some real urgency. Show them you're growing and that gives you leverage. It gives you negotiation power. Otherwise, what a lot of people do is they'll tell their team and the team starts looking for other jobs, numbers start tanking, and then that gets used as leverage against you to negotiate you down. Oh, the business is declining. Oh, you know what happened? What happened here? What happened? You're going to get asked about everything. They're going to open the business up and dig through everything. And if you're not growing, you're dying. Like, so if you're not growing, it's not good. You don't want to stay flatline. You want to push the gas and go to sell. So I think that's something a lot of people will kind of make that mistake the first time around. They just kind of push over things and throw things because, hey, we're going to sell. We don't have to deal with this now. Another big— it's a small thing, but ends up being a very big thing is Use a password manager, use Asana, you use some type of task manager. People don't realize how much of their life is gonna get pulled apart and just, it's just gonna suck if you don't use a password manager and if you don't use a task management system. So for us, if it doesn't live, if it's not in Asana, it doesn't exist. That's kind of the methodology that we use and it's annoying to especially new team members of mine. Um, but that's, that's what we do to keep—

I think that's great advice. 100%. I've seen that so many times where founders take the gas pedal off for a little bit while they're in the acquisition, and it, it does unfortunately reduce leverage quite a bit. And it's a great way to drive urgency and definitely a great way to close.

Yeah, no, uh, for sure. And then with the Asana piece, um, if you have tracking of everything you've done, you know what was done, why it was done, when it was done, and what's next. So that takes care of the whole future planning for you, especially with micro or smaller acquisitions. And then the last piece was the, um, password manager. Now this might not sound obvious, but when you go to transfer everything and you're trying to figure out where what login is what login is your personal, what login is for the business. It's my first time. It took me weeks, maybe even months, and I had to rip apart like some personal subscriptions that were kind of tied in with my business stuff.

I've seen it. I've seen it thousands of times.

Yeah. So it's a small thing you can do. It's a couple of bucks a month at most. And now, like our most recent acquisition, not even joking, Andrew, an hour. I went into password manager, I searched up the domain. Everything from that domain had to be transferred. We sat there, we transferred everything. And it was done. So saves a lot of time.

How do you negotiate price with buyers? Do you have any tips there? Do you agree on the price before entering due diligence and tell them there's absolutely no retrading? Like, do you like anything? Yeah, that founders could benefit from.

So kind of a crazy story that happened on Acquire.com, actually. So usually, you know, we set a certain price, we have certain reasoning and certain logic behind it. I love how Acquire.com lets you shoot founder video now and share more of the personality behind, you know, you and why you built it and how's it going. And you have all the financial details on acquire.com so people can just see everything in a snapshot. So you have your price, they see everything in a snapshot. Usually we let people, you know, shoot offers. I'll message every single person on acquire.com that looks at our company. You guys also have a feature to automatically do that, which I love. So now it does it automatically. And from there, usually negotiate beforehand. It's like a top-level negotiation. And then from there, I've seen a lot of buyers will kind of, you know, try to find reasons to lower the price. What actually happened, something that we— I've never experienced before. Was we had, you know, we've been in diligence with another buyer and the buyer had put in a clause and we had assumed everything was in good faith. Maybe this was a bad actor, I don't know. But they put in a clause where even after the diligence period was over, we weren't able to sell or solicit or talk to anybody else. And they— and that was not an Acquire.com clause. They sent in their own thing and our Acquire.com acquisition manager actually pointed it out to us and helped us get around it, which was a massive help. That's why we got acquired. Otherwise we might have been stuck for a while. But they use that as leverage to negotiate the price down $30,000, $40,000. Another reason, another $30,000, $40,000. And they just lowered it down to almost nothing after a couple times. And then we were stuck and we were locked and it was, it was pretty crazy. Thankfully we had Kai, that was our acquisition manager, and he helped us work through it and we then did get acquired. But a big thing to point out, the reason I brought the story up was, you know, a lot of times you want to assume good faith, but you have to protect yourself, especially when you're running a business and you're trying to sell it. Couple months extra when you're already tired or when you're trying to get out, just running in circles while people try to like hammer your price down.

Yeah.

So these are small things. Like if we had just used the Acquire.com provided framework and templates, this would have not been a problem. So yeah, small little things, but we like to discuss the price upfront, but it's always subject to change.

Yeah, that's massive too. Like small terms can definitely turn into, you know, big situations later on in the acquisition process. So that's good advice there. Um, Faiz, this has been awesome. We're getting to, to time here, but this has been just a wealth of knowledge and ideas and information and advice for founders. Um, I gotta ask, so what's next for you? You mentioned you're building something, it's currently in, in stealth. I, I'm just curious. I'm sure I'm gonna see you on here again with a, a bigger startup being sold, but, uh, what's, what's next for you?

You know, for the first time, like, I'm not fully sure. Uh, I've been working on random experiments and projects and, uh, the things I'm working on, I'm actually solo building in the consumer space. So consumer mobile apps, I think I have an edge in distribution and because of that, we're able to test things like I was mentioning and convert that into some revenue. I think it could be really interesting. There are some interesting obstacles in the mobile consumer space that people don't talk about. Like it takes about 45, 50 days to get your money from Apple and it doesn't sound like a big deal, but it's a very big deal, especially if you're trying to scale paid. So I don't know, I'm dabbling with some things, but for now, just open to ideas and exploring ideas and, and catching up with some old friends and, and family.

Love it, man. It seems like you just find different businesses as you start building. I, I love it, dude. I'm sure you're going to be really successful throughout your whole career, and, um, congrats again on all the acquisitions, and I, I hope to have you back on here.

Thank you, it was great chatting with you, Andrew.

You too. Cheers, Faze.

Bye.