From Side Project to Exit: A No-VC SaaS Acquisition Story

Foreign.

I'm here with Christopher, the co founder of Legion App who recently got acquired on acquire.com Christopher, how are you doing today?

I'm doing great and I'm, I'm happy for the opportunity to talk, talk to you today and hopefully share some good points on, on the startup and the acquisition.

Yeah, good story. But to start, for those that may not know you, do you want to just give a brief introduction of yourself?

Yeah, of course. So my name is Christopher, I am co founder of Legion App. As you said. My professional background goes back let's say 10 years ago. My main thing, my main skill is search engine optimization. So that's how I started in digital marketing. I started different businesses, an SEO agency, search engine optimization agency, Legion app, the SaaS business fairly soon after that or along with that at the same time. And that's also the business I stuck with for all those years up until now, up until the acquisition. I'm originally from Germany, I live in the UK for about eight years in London and yeah, built the business, the companies here. Yes. And again I'm always been in digital marketing, specifically in search engine optimization, SEO. We got into the world of SaaS software as a service. That's the company we built. Yeah. And so my main expertise as a founder is marketing and sales.

So the whole commercial side, nice, that's great because sales and marketing, that's what pushes a product forward in my opinion. But tell me about Legion App. What did it do? What problem did it solve? Let's start there.

Yeah. So Legion apps started in 2017. I met my co founder of Aseem in a local co working space in a small town in the UK and he was already at the time having his own web design agency and he came to me with this idea of an online form builder that builds multi step forms. So step forms where users can navigate through form steps very easily as opposed to like a long survey form, like a long form that you see everywhere on websites. So he's quite a technical person and he came up with a prototype. So and then in essence is what it was never meant to be an own company. So he came to me with the idea of using it for his own clients just to collect information and to use the form internally. And then I liked the idea a lot and I talked to him and then time went by and after a few months we said okay, let's make this a proper tool and a business. And then we registered the company in 2018. We hired more developers and everything step by step has fallen into place. It was, I should say a slow journey because it was a side project for the first two years, two and a half years. And then in 2020, 19, 2020, we really started it. So what is it? It is an online form builder, an online lead generation and feedback form, survey form builder that you can easily embed into websites. And the main benefit is to help marketers get more leads. So we built it with the idea of increasing lead generation for performance marketers. More so than being any type of online form that just looks good, nice.

I love that. I think form builders are great businesses because the market can be so big. There's, you know, marketing teams or sales teams, there's small businesses, large businesses. It's such a critical component to any online business, capturing the leads from your customers. Tell me about how you got the first customers. What did that look like? Was it SEO? Was it cold email?

Yeah, interesting question. I think the very first customers came from Facebook group groups. So what we did is we put some, we joined a lot of marketing groups on Facebook and then we put some posts out there. We need advice on our. On. On a new startup, on a new product. And people liked it because we didn't phrase the questions as in we want to promote ourselves. It was more like asking, generally asking for feedback, but while doing that, people liked it and it was, it was those marketing or startup Facebook groups. And then we got our first signups, free signups from there. We, back in the day, we used Twitter a lot as well. Very, very simple methods, very basic methods of following people, having them follow us back, and then sending them an auto message. Try out new, try our new app. It worked really well at the time. But keep in mind that was 2017, 18. So Twitter played a role. What else can I say? Referrals, word of mouth. Like the customers that were already working with us in our agency models. So very much the old school traditional methods of looking who's. Who's around you, who are you already working with? And then more and more we did SEO. SEO came like in year two, three, very heavily.

Nice. If you were talking to a friend, he said, hey, Christopher, how do I get my first customer? What advice would you give to another founder? Would it be kind of hustling on social media? Would it be try everything? What do you think?

You say, so if we do we Talk purely about SaaS or also service models?

What type of you pick or do both?

I think it largely depends on the model. I would say in a software, as a service model, I think a good idea Might be just try ad campaigns straight to the audience that is your dream audience that needs your product. So it doesn't hurt to put some budget into a nice landing page that address exactly addresses the need of what, what it is you're solving and then paying into ads as a test campaign maybe for one or two months to get the idea. Does it get traction? Does it convert it to people sign up, engage. I would do that. I would do the quick things as in straight away get feedback. If something gets a nerve and gets traction. What I would always do is what I think in sales is called the power base. Like people that are already in your circle. Such as like friends, acquaintances, coworkers, people in a co working space around you, people that are close that you already know and have trust with. Ideally if they can benefit from your product, it doesn't work with like a highly specific product. But let's say you have a service to offer. I always recommend go to who is closest to you and start, start there versus fishing for customers that have never even heard about you. But that only applies to let's say maybe more. More so marketing services, design services. Speaking of SaaS, I would say like ad campaigns actually more so than than search engine optimization, although we have done more the the SEO route.

Those are great tips. Yeah, I love the the small circle of influence tip because in the beginning you just need that spark to I call it closing the credibility gap because in the beginning no one's going to trust you. You don't have any users, you don't have any reviews. So the faster you can close that gap, I think the better. And going to brands or someone in your network, I think that's a great tip.

And I think in sales it's all about taking someone from a stranger to become a customer. Right. And then I always visualize this journey from okay, on the very on the one end you have a stranger, on the other hand you have a customer that trusts. These are like the two polar opposites. And I'm thinking why? Why start with the complete stranger where you need to build trust have many, many touch points. Start with someone who's close more to the other end that may already either know you or even better trust you or better already has worked with you in some other capacity.

That's such a great way to look at it. Like the view of I trust you, I don't trust you. Like who do you know today that's kind of in the middle or closer to the trust zone, whatever you want to call it. That would Be like a killer like infographic or blog post. I love that. Thank you.

Yeah, I think sales and providing a service or product is all about trust ultimately. Especially nowadays when we don't know what to trust anymore. With AI, for example, these other trends.

That's so true. That's a great tip. I love that. Thanks for sharing that. Okay, you got customers, you got product, market fit. Things are going really well with Legion app. What made you want to ultimately sell the business?

I think a number of reasons. One is that we had too many things going on as in too many different business models. So my co founder had a web design agency, I had with him an SEO agency. And then we had the SaaS as well. And then on occasion I also had done SEO consulting, but packaging it together, maybe three, three big things. And the SaaS needed a lot more attention to really see it succeed to a big level. And we couldn't really do that. So we couldn't give it what it needed. We felt. The other second reason was it was also a bit stuck. Like we had decent growth in the first years and then it hit some sort of a plateau and it's not a good feeling to be stuck for too long. Then you need to think, oh, what do we do now? Do we really go all the way in? Do we pivot, do something slightly different or move on? I have, I should, I should add to that the business itself. The numbers always grew very nicely, even in the last years, but through other revenue streams. So we monetized the company by adding new revenue streams. We got a little bit creative through our SEO and we're selling other related services. The SaaS was a little stuck and, and I think it was healthy to take some action. And combining that also with the fact that there's other things going on, I think was definitely right thing to do to. To sell it.

I mean that makes a lot of sense. And I hear that way more than you prob expect. You know, a ton of different things going on. There's a new startup I want to potentially sell. That's actually the most common reason for founders that I personally work with that are looking to sell. They are literally already working on something else. And so it makes sense. You know, you have something that can't get all your attention. It's a perfect time to find a buyer.

Yeah.

Process you list on acquire.com the first week. Did it meet your expectations? How many NDAs are signed? Give me like the, the two minute overview. There's.

Yeah. So we found Acquire, I believe through a Friend. That was how we got to know about the brand. So the idea of selling the business got clear in the middle of 2024, I would say in summer. Then we kept it more or less open. We didn't do much and I talked to a few friends and then one other founder friend recommended me acquire. Just I guess from knowing about. You also didn't sell any company yet. We listed the company probably around Autumn, October, October, September 2024. We got in touch with our account manager, Kai from. From, I guess I don't know if you had. Are you in a similar location also? Yeah, yeah. Okay. Yeah.

He's so good.

Yeah, he was very good for us. He was great. What I really liked was the professionalism. If I was going to put it on one word, that's what stood out for me. He was always professional. He was quick to respond, knew about the seriousness and the importance of this acquisition. But sometimes like you work with a lot of vendors or suppliers and sometimes I feel, yeah, it's more like transactional is more casual. And I felt here it was very much, yeah, we knew what we're doing here. This is a big thing. So I like that attitude and that style of working with him. How many NDAs? So yeah, we got a lot of interest. I would say we got. Difficult to remember the exact number, but close to 150 to 100 or even more people that submitted the NDA, something like that. I don't really remember. Let's say 5250 to 150, rough range. How many calls did we have? Probably 15 to 20. Unique. Interested buyers. How many serious people? Six, seven maybe. And then it narrowed down. We got one, we got one offer in, in January. One. We were in a due diligence phase and that didn't, didn't go through. And then the final purchase happened then just in April 2025.

That was quite the journey. And I think that might surprise a lot of founders but also very common. It takes time to sell a business and then it's also like a sales fun. You have, you know, high level interest at the top, people signing NDAs conversations which leads to offers and then finally one final buyer. But the key is, you know, setting up those calls, being really responsive with buyers. Like you're really selling your business. Like if you're just passive, like, oh, I'm just waiting for someone to give me an offer or you know, I might hop on a call or you know, I might follow people. That just makes the process, you know, so much harder because buyers you know, they're looking at a ton of different businesses and the more you can educate them or get them excited about your business by following up, being responsive, all those touch points out of it. Sounds like you did that really well. I heard from Kai and yeah, do you have any thoughts on that?

Yeah, so definitely it takes a lot of work to get it right and I feel it needs a lot of discipline. And also it needs the mindset of not making any mistake. I feel that was the mindset that I had, as in, okay, it's going to be hard. People will ask you tons of questions, hard questions, and no matter what, always answer them with my mindset. So the mindset was like, for example, the due diligence phase takes a lot of effort, I guess, probably in general for any founder, because the business is going to be screened from top down. Everything needs to be looked at. And my mindset was just to. Just to stay on it and just to answer all the questions that come in, no matter how and maybe, let's say even annoying it can be just because of how much the demand is. The demand, okay, now we need this. Now we need this. And ultimately it pays off. Though, like, I think maybe generally, sometimes people that work in the digital marketing space, like me, we often forget how much effort things take for, let's say, in the real world or for real business deals, because everything is so instant these days. So for me, it was a nice break from that world where, okay, I can quickly acquire a new customer, I can quickly launch a new ad. But this really took long effort and in a way, I enjoyed it. But like I said, it needed the mindset of just providing answers, no matter how stressful it may be at times.

Nice. Yeah, no, that's a great perspective, especially the questions. Those are all opportunities to get buyers excited about the business, educate them about the business business. Because nothing frustrates buyers more when they feel like they just can't pull any information out of you. There's no way to do an acquisition if that's the case, because buyers, you know, this is like a deal for hundreds of thousands of dollars, potentially millions of dollars. So that's a huge commitment on buyer's part. They're, you know, thinking, how do I not lose my money? How do I make sure this is worth acquiring? So everything you could do to again, answer those questions promptly, give them information to be excited about, that's what leads to an acquisition. Sounds like that's what you did.

And also, I got the feeling that buyers are just like sellers as in they want to make a good deal and ultimately they want to make something happen. They're not there to play any games or anything. Ultimately, they want the same. They want a good deal for both sides. We even heard that, like, one potential buyer told me this. He said, okay, what I proposed, I guess didn't quite work for you. Let's make it work that it fits for both of us. And I do believe that serious buyers have that mindset. And it's good to know that because they, like I said the beginning, like, they are just the same, just maybe in a different position for this certain deal. But it's two types of parties that, let's say, have been in business for a while that want to make great things happen. So the best approach, I guess, is to approach it that way as almost, I guess if I break it down to one word as teamwork, you know, from a stranger to become a customer. Right. And then I always visualize this journey from, okay, on the very way, teamwork to. To find a deal and work together.

That's a great perspective. I love that completely. Yeah. I mean, buyers aren't just trying to waste their time, you know, they're trying to find a good acquisition opportunity. And again, the more you can make that obvious, the better experience you're going to have. Tell me about the final buyer.

On the one end you have a stranger. On the other hand, you have a customer that trusts. These are like the two polar opposites. And I'm thinking, why? Why start with the complete stranger where you need to build trust, have many, many touch points. Start with someone who's close, more to the other end that may already either know you or even better that you.

Ended up selling to. You don't share their name or anything, but was there anything that they did that stood out or maybe after the first meeting it just went really well or you just vibed with this person or they just offered the best deal. Like what made you select the winning buyer.

Yes. So if I was going to put it to one factor, I would say the specific, the intrinsic interest in that market. So what we heard from the buyer was I really want to do something in this market of online form. So there was definitely a good interest and trust you or even better, already has worked with you in some other capacity.

That's such a great way to look at it. Like the view of I trust you, I don't trust you. Like, who do you know today that's kind of in the middle or closer.

To previous knowledge about it versus let's say someone who may be in business even longer or had more business business before wherever, but doesn't know about much about online forms, for example. That was the key criteria. And at the end we had two potential buyers.

The trust zone or whatever you want to call it, that would be like a killer like infographic or blog post. I love that. Thank you.

Yeah, I think sales and providing a service or product is all about trust others exactly at the same time. And both of them I think could have been great. And we ended up saying to both, okay, this is the offer that's on the table and we kind of set it. The one buyer that end up getting it, we'd like to do it with you preferentially first because you told us you want to do something great with online forms and you have a plan. So that was the main factor. I guess maybe as a tip for other founders or sellers of companies that could be a good reason on who to work with if they have have a plan on what to do next. And also I think a second or possibly even big reason, like a real big reason is do they want to keep things intact? Like do they want to keep the team because did feel some obligation to make sure the team stays on. Right. So. And all that package together sounded right with the buyer.

Yeah, I mean that just means this buyer is going to be ultimately especially.

Nowadays when we don't know what to trust anymore with AI for example, these other trends.

That's so true. That's a great tip. I love that. Thanks for sharing that. Okay. You got easy to work with and you're not selling the business to someone who has no idea what they're doing because that's a real concern. You know, there's no plan. They're excited. But can they operate this business? Will they take care of what you built? Those are all fair questions too. Like what do you plan to do with the business post acquisition? What do you plan to do with the team? Are you going to keep them on board? Are you going to move others into these positions? Do you have any experience in digital marketing or tech stack? Just whatever you feel customers you got product market fit. Things are going really well with Legion App. What made you want to ultimately sell the business?

I think a number of reasons. One is that we had too many things going on as in too many different.

The new owners should know. Not necessarily be an expert but at least understands like this is a marketing type business or this is a product driven company that's just going to make the closing just so much easier. So, I mean, makes complete sense.

Yeah. And one thing I could share that was maybe a little bit tough for me was to really sense who was really serious about it. Because you can be interested, quite interested, but that's still different to someone who's really like, yes, I want this business, I'm very serious. That was a little tough for me to figure that out. As you said earlier, it's a big thing to buy a business for lots, like big deal numbers. Right. So it makes sense that there's always going to be the hesitation. But I haven't quite like figured that out yet. Let's say in the future if I sell business again and business models. So my co founder had a web design agency I had with him an SEO agency. And then we had the SaaS as well. And then on occasion also how just differentiate someone who's really interested versus someone who's just medium interested. Maybe have you got like a thought on that? Like how to, how to filter that out?

Yeah, I know exactly what you're talking about. Because a lot of buyers are trying to keep the cards close to their chest where you don't want to come out and say, hey, I got to have this business. This is a perfect fit. Because then, you know, that's the buyer that is going to make an offer on the business is likely, you know, willing to pay more than typical asking price. But what they do is just ask like, hey, based on everything you've seen, what else do you need to see to spend letter?

I've done SEO consulting, but packaging it together, maybe three, three big things. And the SaaS needed a lot more attention to really see it succeed to.

A big level 10 or based on, you know, this initial call, what are your thoughts on the business? Can you see yourself acquiring something like this? And if not, do you have any hesitations? And that way you're just getting feedback and some responses. There might be, oh, I need to see the product a bit more or I'd love to see this documentation, or I need to see a cleaner version of your P and L or whatever it is. Like you get that information and then you just keep the ball moving forward. Just like in sales, there's a acronym I love using called bam bam, which is after every call that goes really well. See if you can book a meeting from a meeting. So a call goes really well, you can say, hey, I enjoyed our conversation.

And we couldn't really do that, so we couldn't give it what it needed be felt.

The other second realization, you Know, based on what you've seen, what else you need to see to potentially make an offer. Like, what are. Where are you on that? They're like, oh, well, I don't know. Like, I'm kind of interested. All right, well, let's go over.

It was also a bit stuck. Like, we had decent growth in the first years, and then it hit some sort of a plateau.

Exactly what you're asking for. At the same time, next week, just take the calendar invite and just move it over on that call. Then you meet next week, and you go over whatever hesitation they had because it is a sales process again, like, you got to warm them up. You got to continue to get them excited, move things along. Because there's always a thousand reasons for really any buyer to not be interested or talk themselves out of it and selling a business. Last one I'll make is selling a business.

And it's not a good feeling to be stuck for too long. Then you need to think, oh, what do we do now? Do we really go all the way in pivot, do something slightly different or move on? I should add to that the business.

Itself, since you can't necessarily, like, you know, hard close the person. Like, you got to have this. There has to be, you know, reasons of their own to want to acquire the business. But you can just make the decision really obvious, like, you're really easy to work with. It's been, you know, a big part in terms of building trust and really, you know, educating them on the opportunity in the business, the growth opportunities, why the customers love the product. Those are all things under your control. That may not be.

The numbers always grew very nicely, even in last year's, but through other revenue streams.

So we monetized the extremely obvious to the buyer.

Yeah, it makes a lot of sense, I think, to ask straight questions and just exactly ask what. What you want to know. I think makes a ton of sense. And I think ultimately the way I look at it is it's maybe just the way these things work with the big deals. Things happen. Things sometimes not always work the way you expect. Like, specifically, what I have in mind was this one buyer where we went a long way, and then in the due diligence, it didn't end up happening. So the way I look at it now, with a bit more hindsight, is that it's part of the game. I think it's also one of it. If you can't, like, get it company by adding new revenue streams. We got a little bit creative through our SEO and we're selling other rating. Right. Sometimes you may have to go through two or three failures within the sales process to find the right buyer. So. Yeah, but what you said is great to. To ask also with what you said with the call to book the next call on the call. I quite like that.

Yeah. Tell me about due diligence.

How did that go?

Any headaches? It sounds like you had one quote, unquote false start where you sign with one buyer to go through, but with a buyer where you did close. What did that process look like? How was it? Any learnings through that?

Yeah, so the way it worked was the buyer sent me lots of emails so late IT services, the SaaS was a little stuck and I think it was healthy to take some action. And combining that also with the fact that there's other things going on, I think was definitely the right thing to do to sell it.

I mean that makes a lot of sense and I hear that way more than you probably expect. A ton of different things going on. There's a new.

The way you can imagine is tons of emails and tons more documents in those emails. So it was like a big dump of data coming in all in one go in one or two days. And then I was working my way through them. So although everything was sent in these two days, it took me probably five, six days to get everything answered. I did work quite quickly through it, as in I just didn't do much other things in terms of works on those days. So basically what it was is like emails with, let's say 20 questions in one email, then another email with a document that had another 15 questions. But then one of those questions could be a topic that in itself expands to more. For example, if you then if one question is prepare a profit and loss statement, that in itself takes time. So yeah, that's how it was in essence. Right. So lots of questions, lots of data. We had a lot of things prepared, which was great. So we had a lot of things already done. The business also was fairly simple in its core. Like we didn't have tons of expenses.

And tons of new startups I want to potentially sell. That's actually the most common reason for founders that I personally were incoming payments.

So everything was pretty clean and simple, which helped. If we had more bank accounts or. Or like used five times the amount of tools, it would have been more stressful. So that worked in our favor that we kept the business kind of lean. Yeah. And other learnings, I guess it's just be trans. The main thing I'd say is Be as transparent as you can. Answer everything as openly as you can.

With that are looking to sell. They are literally already working on something else. And so it makes sense. You know you have something that can't get all your attention. It's a perfect time to find a buyer.

Yeah.

Process you list on acquire.com the first week. Did it meet your expectations? How many NDAs are signed? Give me like the. The two minute overview.

I. I tried to do that and I laid everything out like every little bit I could think of that could be concern and it did work out. So not to try to shorten, shortcut anything just to lay everything on the table.

Yeah. You know they say surprises kill deals. So there's like a bruise on your business or a bob or something. You're not necessarily excited to share. Just share it anyways because it's going to get uncovered either.

Yeah. So we found Acquire I believe through a friend that was how we and.

Every business has issues. Every business has turn or the customer that complaint, whatever. Maybe definitely share that.

I have to quickly think about what would be like a big one. We got to know about the brand. So the idea of selling the business got clear in the middle of 2024. A big one that I guess that the revenue has been stable for too long. So it didn't go down but it also didn't significantly go up for too long of time. So that is summer. I would say in summer. Then we kept it more or less open. We didn't do much and I talked to a few friends think that it's not normally like the greatest thing to see. Right. So you want to normally see consistent growth. So that I think comes to my mind as one big factor. Otherwise what other things? One other founder friend recommended me acquire just I guess from knowing about you also didn't sell any company. I think the business worked out well. We have a great team. This team stayed on which is really good. But is there anything really critical that I had to highlight? Not really. I mean no, nothing specifically. Like I think this is the major one. Right. So the main things are revenue, mrr, churn rate. The churn rate has definitely been better. Has that we got that under control. So that was not the big problem. It was more so acquiring new customers that come in.

Gotcha. Tell me about the transition period that you get.

We listed the company probably around autumn, October.

Did you have you know, two, three months where you said hey I'll be around for additional questions or I'll stay around for a year. Did you agree to anything like that with the buyer.

Actually, we kept that fairly open. The good thing was that the buyer and us developed good trust. I would say. So we had not even too many calls, maybe three, four calls at the end before the close. That I guess helped really to build trust between us as the two co founders in Legion app and the buyer. And so we didn't write down, okay, it's going to October, September 2024. We got in touch with our account manager, Kai from. I guess I don't know if you had. Are you in a similar location also? Yeah, yeah. Okay. Yeah, two months or three months when we will be working together. We just said we'll be here. We're not running. We're not going to run away. We'll be here. Any questions you have after the sale, just email, email me. And what's happening now is we still have a few email exchanges, but maybe once, once a week, once every two weeks. So it's fairly simple. And I would have also expected that to be more maybe formally written down like, okay, we do three months transition and you guys stay on a little for some reason, I guess. Again also here I would say the keyword is trust. Trust helped to not over.

He's so good.

Yeah, he was very good for us. He was great. Um, what I really liked was the profile and just to say, okay, if you have questions, come to us. But we didn't have, we didn't really have a transition period.

Yeah, I think the key word there again, like you said, is is trust. It typically is documented and formalized in my experience. You know, we're going to do a three month transition each week. You're going to work 10 hours and that's just a range. Just be available for questions or help me understand how support works, the product works, whatever.

It may be typicalism, if I was going to put it on one word, that's what stood out for me. He was always professional. He was quickly.

It is. But since you built so much trust with a buyer, that is, you know, the biggest thing you could do in an acquisition because again, it's a big acquisition and investment by this buyer to acquire your business. And I love how the way it sounds like everything went was you both wanted the deal to be successful. You know, you build something that you know you're proud of and you want to see it, you know, continue on and go farther.

The buyer to respond new about the seriousness and the importance of this acquisition.

Also wants, you know, the same thing and the more you can get on that Same page. And the more buyer is going to feel that with you, like you're not just trying to sell this thing and it's not going to work out post acquisition because that's every buyer's biggest fear. That's why you do due diligence. That's why you have all these calls up front. Want is no one wants to buy something because you lose all your money. You know, you don't want to acquire business and then it's the opposite of, you know, what you thought it would.

But sometimes like you work with a lot of vendors or suppliers and sometimes I feel be.

And then once everything closes, everything is completely different and the. The whole acquisition just blows up. So just you building that trust is the best thing you could have done.

That's. Yeah, thanks. And I think I have two more points that just came to my mind to add to this. I think. Yeah, number one is the trust between the key parties involved. The second big benefit here was that the team stayed on board and the key team members have been with us for four years. Yeah, it's more like transactional is more casual. And I felt here it was very much. Yeah, we knew what we're doing here. This is a bigger. It's more than four years, which I think is pretty good time. And since they stay on, they bring a lot of knowledge, a lot of. Yeah. A lot of value to the table. So they can be the point of contact for the buyer to go to also. So that really helped a lot. And the third point is that we really systemize the business from day one, as in writing operating procedure. So I like that attitude and that style of working with him. How many NDAs features like SOP. So not only do we have pretty well functioning company, but also it's documented. And we did that from day one, basically, maybe because that's the way we were thinking or that's, you know, how my co founder and I, we do things. Not everyone I understand does that. Everyone. Some people are beginning to focus heavily on growth on just how many. So, yeah, we got a lot of interest. I would say we got. Difficult to remember the exact number, but close to 150 to 100 or even more people that submitted the NDA. Something like that. That's. There's probably tons of good reasons for that also, but at the end it helped to have like these SOPs and to have like a very, very well defined release cycle process. So every time there's something newly built on the app, it goes through like a rigorous quality assurance process. And we had this huge Google sheet. Google sheet with like 300 items that are being tested. So. And that just. That sheet alone had basically the whole app and all app functions documented. And I think that also helped. Wow.

Yeah, that definitely helped for sure. Because essentially what you have is an operating manual for a new owner buyer to step into and immediately understands how things are running. And then it just gives so much visibility into how does this company operate. How can I be successful if I own this company?

I don't really remember, let's say 50, 250 to 150. Rough range. How many calls did we have?

So, yeah, that's a huge win. So great job on. On doing that. Very rarely do we see that, but a lot of times before we go to market with different businesses, we'll say, can you document certain things or can you outline key procedures to at least allow people to wrap their heads around how does marketing work, product work, you know, whatever is really important to the business. That's great. Last question I have on.