Well, yeah, this is a very interesting topic, and I think that all startup founders should follow this podcast. There are very valuable lessons here to be learned. When it comes to my own experience, obviously, I'm building this company for 8 years, and maybe my lesson and my story is that we went into the transition period. We were a startup in the very beginning, which was basically like a garage idea. You know, we came up with a few friends, and we decided to build a future for cryptocurrencies, for allowing businesses to accept crypto. It was a lean approach, right? So we were 3 co-founders, and we were building our product while we were doing a daytime job at that time. But when we started to grow and expand, obviously we started to hire people, and at first, it was like a family approach. I think that most of the startup founders will be relevant with blitzscaling vocabulary. In the first line, there is a so-called family-size company. When you are in family size, you see people every day; you interact with them every day. Then you are as a fist. You're able to build a product very fast. You're able to challenge ideas and challenging problems. I love this moment when you're building something new, and everyone is enthusiastic about it. But when you move from family to tribe, and it's still quite easy for co-founders to manage, you're around 15 to 20 people. You already expanded into a few cabinets, like two free cabinets. This is a time, pre-Covid time. We were not restricted by any restrictions. Everyone was focused on building the product. You hired all the people, and you were responsible for them, and they were responsible to drive results. So at that point, it was still an easy approach. So we were building a product very fast, and we were trying to scale into other departments: how to do customer support, how to do compliance, sales, and marketing. Sometimes this worked, sometimes this doesn't work. But every time you were interacting with people, you were also learning with them. But at some point, when the company started to grow, kind of exponentially, in my point of view, you start to lose that. You start to lose the connection with the people, and then it's either the culture that holds everything together, or it's the leaders that you grow together with the company. I think there is a mistake or a lesson, let's say, and there is an award-winning that we did in this journey all together. Because while we were still in the family and tribe, and In the family and tribe stage, we were able to grow a few leaders who came here as junior developers for business or for a product; still to this day, they work for 5 or 4 years in the company. They managed to get to the medium level or to senior level management, and they are able to delegate all the work and all the importance of mentorship, allowing junior colleagues to grow. This is important because if you are still trying to do everything on your own, most likely, you would lose focus because you didn't do the entire job; you didn't go for the entire journey. You helped the people to grow, and then those people also have the knowledge on what they can expect and what they can demand from their junior colleagues. So this is the good part, and the bad part is that, unfortunately, historically, things happened: Covid brought us isolation, and then war brought us fear, and then everything is mixed up, and, unfortunately, culture suffered a little bit as well. The sentiment for the market, for crypto, also fell off a bit at some point. For us, the culture part is something that is an ongoing process. You cannot build it and say that it's all fixed, and it's all done. It's an ongoing process, and you always need to improve, and you always need to include yourself as a founder in that area. What I mean by culture is raising young leaders and giving them proper feedback. If they are delivering well, give them a raise, give them a more difficult task. If they are failing, you need to tell them that as well. But when the company comes to size as we are right now, 40-50 people, it's important to do not only things that are pleasant to you but also to do things that are important. So feedback is valuable. Sometimes people maybe they are a little bit afraid of what you're going to say. But if you are transparent and if you are just stating things that are obvious, I think at the end of the day, it will provide value for the person to grow as a professional and as well to tighten up the entire company. So you build a culture of ownership and deliverability rather than just, hey, let's grow, let's scale. But at the end of the day, if your product is stagging, and if your sales are stagging, that will backfire pretty soon. So yeah, this is our lesson: culture and also, in the scale, don't forget to give good proper feedback to your colleagues.