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Transcript: Francois and Stevan catch-up (9 Oct 2026)

Source: Granola transcript pasted by Stevan into the founding Claude session on 9 Oct 2026. Participants: Stevan Litobac ("Me"), Francois deCourtivron ("Them").

Known transcription garbles, read accordingly:

Me: Oh nice. First. Let's go. Yeah, yeah. No. Yeah. Yeah, you can help with me. Yeah. That. Yeah, yeah, yeah. Yeah. Yeah yeah. 'll be fire. Yeah. Why Them: Hi, uh, Steve. Me: Yeah. How you doing, Francois? Them: Sivan. You know, I have to apologize, and I, I think this is on me. We've just been given new laptops and we've moved all our IT over on this company I'm working with, and I can't hear a thing and I can tell you can hear me. This is outside of Teams. I can't use Zoom and I can't use Google, which is very frustrating. Here's what I— You want me to use the phone? Me: So you can't hear me, you can't hear me at all? Them: Uh, but I think— do I have your number? Um, Let me know what it is. I literally, I'll just call you. We'll use the— I'm so sorry. Me: I hope they can see your phone. Them: Wow. Uh, see chat. Where is the chat? Oh, I think here it is. Me: All the hotels require security. Them: No. Yeah, cool. All right. Bear with me. Me: What. Oh, you. Them: Plus. Your call cannot be completed as dialed. Please check Do I need to put a 0 in front of the 44? Me: Thank you. Okay. Them: Yeah, you gotta love technology. Okay, uh, shoot, let me try one more. Me: Okay. Them: Can I send you a Teams invite? Let me just try that. My apologies. Hang on a second. Yeah. Here. Me: Oh. Them: All right, I'm gonna do this right now. Me: Correct. They actually get to know the real person. This is the problem with the magician thing. Most people, when they say magician, they already— very fantastic. Them: Okay, I just sent it to you, Stefan. See if it, uh, see if it shows up, and as soon as I know that you have it, we can drop here. Me: Okay. Them: Uh, we found some ways to make it— okay, okay, um. Me: Thank. Them: Hang on a second. Me: Yeah. He . Okay. Them: How about that? Me: There we are. Can you hear me? Them: Okay, success. Oh my God, just crazy, isn't it? Um, anyway, good to see you, sir. Spend some time. Me: It has been some time. It's lovely to reconnect and I always enjoy our conversations, even if they are like every 2 or 3 years, right? But yeah, nice to catch up and nice to see you. Um, yeah, man, a lot's been going on, on, on our side, and I'm sure on your side. And I thought it'd be a good idea just to kind of catch up, see what's new, you know, any, any way, you know, I can help. You in terms of the new stuff, because you're always working on interesting things, right? And on our side, you know, we're progressing, we're growing, and I wanted to just see how you're finding things, what's new in life, and, you know, just a general catch-up effectively. Them: Yeah, yeah, yeah. Yeah. Yeah, for sure. 100%. So, um, how, how are things going, and are you, um, how's the business feeling, and, and so on? Me: Good. Yeah, it's going good. It's going good. In some ways, there's a new lease of life by way of just— I mean, AI is just changing a lot of things and speeding a lot of things up. You know, people say AI will replace people, right? You'll let go of people. Like, I've got, you know, 5 developers, but what I found is I'm expecting more of them in that small amount of time, and I'm expecting more of myself. And it's so weird because you would have thought the opposite would be true. Like, you'd have more free time because you're just going to eat stuff quicker. Them: Yeah. Right. Me: Not at all. So we're just, we're doing so many different projects and a lot of it's really exciting. One of them is a big area is growing in the partnerships realm. And I don't know if you saw, yes. By the way, did you get your money in the end? That should have been released. Them: Oh, I thank you so much. Yeah, it showed up later the day before, so thank you so much. I meant to send you a note. Very much appreciated, and I appreciated the explanation in the background. So, uh, very, very good. Me: Yeah, absolutely. And sorry it took us a long time to sort that out. And, you know, I was, I was never gonna, you know, be unfair or anything like that. Um, yeah, so that's glad that's all sorted. So on, on the partnerships front, we're, we're really trying. One of my, one of my big goals, uh, for, for this year and, and going into next year is just to be like the most partnerable business out there that we can. And we've updated the, the, the partner portal, really made things easy to understand. And I don't know if you use the partner portal much. If not, I'll send you a link. And it's, it's, it's, it's, it's a lot more beautiful than what it was before. And my goal now is to use AI a little bit more. Them: Yes. Good. Me: Share more resources like download these PDFs and brochures and, you know, educate partners so they've got resources. So when they speak to people, they can actually explain a little bit what we do and where we're good— banks versus Corepay and all of the others. Them: Yes. Me: So I'm really excited by that. And it's taken us a little bit of time just to kind of wrap our heads around what it takes to be a great partner for businesses. But now I'm kind of on that journey and, you know, I see you as like one of our early partners to work with, and I'm sure there's things I can learn and, you know, stuff that you'd like to see or ways that you'd like to work. Them: Yes. Yes. Yes. Me: Um, so I'm, I'm kind of want to be a sponge and just learn as much as I can, but that, that bit I'm really excited by and, and a big area that we're growing into unexpectedly. It's so weird being in this business. There's little pockets around the world geographically where we end up being stronger that you never really like intentionally aim for, but when the clients find you, it's phenomenal. Saudi Arabia, there's a lot of expats like from America, UK, Europe, Australia. Them: Yes. Right. Right. You know. Me: They go out there and they're building, you know, big projects and all of this stuff. So they're sending money. Funds back home because there's not— there's no way to spend the money out there, right? What are you doing? You can't even drink out there. So they're accruing all this money tax-free and just sending it back home. And we find that They refer us really, really much. And that's kind of the kind of— we've become the heroes that we didn't expect we'd be. So ultimately, that's superb. And Spain is another one, people buying property in Spain massive, massive on that front. So we're getting a lot of partners there and we're doing some cool tech stuff. Them: Yes. Yes. Yeah. Yeah. Oh yeah, yeah. Spain. Cool. Me: I mean, not that it's interesting on your side, but it's just like illustrative of one of the examples where AI just makes, makes us work harder. We're developing a little tool that helps estate agents because ultimately estate agents have a lot of leads for UK buyers in Spain, and we are there on the FX side, so a little bit further down the funnel. So we're wedging ourselves in with the partners there by giving them a WhatsApp chatbot. Them: I know. Me: Powered by all the AI LLMs. That can talk to all of their leads and answer questions about their portfolios. Them: Right. Me: And it's just, here, it's free. It's not even SaaS, it's not even paid for, just free. But let's just have an understanding that when it comes to it, you'll reintroduce the clients to us, right, on the FX side. I'm not going to take the data and reach out unsolicited or anything like that. But it's just a, it's a, it's, it's a small little project that just, you know, goes to show like some new ways that we can be good partners for different industries. So overall, business is good. It's, it's, it's good. We're growing in just, you know, different areas and, um, and yeah, I'm excited. Nico's still, you know, doing his thing. He's still got a lot of big, big clients. Them: Huh. Right. Yep. Yep. Right. Interesting. Okay. Me: Um, and, uh, yeah, so overall it's all still around. Them: Good. Paul, Paul's still out there, and I did. Me: Paul's still around. He's, he's, he's still Chief Operations Officer and, and doing his thing. Like, his role is ultimately getting us more liquidity partners and payment firms. And, uh, and on that front, we've got, you know, some, some areas of growth inside of the digital currencies, which is something that we're seeing more demand for, as well as lending. Them: Okay, good. Me: So there's, you know, a little bit client-driven in terms of what the requirements are. But. You can't, you can't do everything. That's the other thing. Them: Yeah. No, no. Well, No, not at all. Well, that is fascinating. I'm delighted to hear things are going, you know, well in the right direction. Uh, and, and then, uh, happy to give you an update on kind of what I'm doing and stuff. But, and, but one last question though, because I'm a finance guy, so I always ask, but are you— you guys are not institutionally funded, are you? I'm trying to remember. I think it's, it's yeah, it's not. Me: Yeah. No. We had— no, no, no, we're not. We had some angel investment, you know, back in 2016 and 2018, but we've not raised anything since and we've been profitable ever since. Them: Yeah, investors. Yep. Me: Obviously there's a lot more competitors and margin squeezes, but, you know, we're venturing into different areas. So, um, Yeah, it's surviving off our own backs, which is the important thing. And we do a lot with what we've got. So I'm really proud of that. Them: Good. Good. Okay. Me: But yeah, I never really went down the Series A route or B and C. I think, you know, in this day and age, you know, I think there's a place for it and I'm never saying no or never rather, but I'm a real big fan of just like Eating what we kill, right? Let's just grow it organically as much as we can. Them: Good. Good. Yeah. Yeah, yeah. Me: Um, yeah. Them: Yeah. Okay. No, wonderful. Glad to hear. Always just kind of helps me kind of set things in, in certain places, which is, which is awesome. And I'm delighted to hear that. Like you say, there's a time and a place for it, and it just depends on lots of objectives and goals. So great to hear from you. It's, you know, I'm still— so I'm doing the same thing. So I'm a full-time, year-round retained contractor for this private equity firm, Accel KKR. I work on a lot of portfolios, so I'm usually— it's like what I'm just finishing, I'm sort of on the tail end now, uh, they've acquired— this is a— we, we bought a Me: Yeah. I listening. Them: Actually, this is, uh, we bought, we did a, we bought about half of another company and pulled it out and stood it up as a private entity. Um, this happens to be a SaaS healthcare provider. Me: Hold Yeah. Them: As an example, uh, there was about a $100 million business. We acquired about $50 million of it and then just separated All of the products and the people that came with it, created a new entity, and then what I do is work either as a CFO or alongside the CFO, and I help stand all the business infrastructure up and get the business running, put the FP&A team together, tax, treasury. Uh, which covers banking and all that and really just get the thing up and running until the next, then it gets stable, then I'll move on to another project. And sometimes it could be anything, Stefan. It could be, well, the last to our carve-out. So when you and I last met, and I'll get into Me: Okay. Them: Uh, there was an opportunity we tried at Certify. We acquired a division. It was the same thing. We acquired a division of American Express about 3 years ago. Me: Yeah, I remember. Them: And then acquired it, bought it, stood it up, did a carve-out, and then built a team. And that business is now the largest Comp— it's the largest investment AKKR had done, and that business is just running fine. So sounds— I don't know how it sounds, but I tend to like what I do. It's incredibly intense, very busy, but it And I didn't know if I would like doing this, but generally it follows kind of a cycle. So it's like a human cycle. I get involved, incredibly busy, get things stable running, it kind of smooths out a little, and then I'll move on to another project. So that's kind of what Me: Yeah. No, that's amazing. Them: That's kind of what I've been up to in there. Me: Like a few sprints, basically some marathons, some sprints, and then a little bit of downtime until you go again. Them: Yeah. So yeah. Yeah, yeah, sometimes the downtime is not real long, but it does follow a natural cycle. Like, at this point, we bought this business, there wasn't anybody in the finance organization. I started about 2 months before we closed the transaction. And then, you know, now we've brought in a— we're almost done with hiring out the team. In fact, we have a director of FP&A starting on Monday. We have a controller, you know, we have tax and treasury. We've got all the pieces in place and we're getting through all of the technical valuation, accounting, and tax work and all that. So that's really what I do. Where I— so it's interesting when, since you and I have met and been talking, because These— AKKR is about $23 billion of assets. They have about 70 companies. They are always acquiring businesses and growing. And these are businesses anywhere from probably $50 to $250 million in revenue. And they almost all have— not all of them, but many of them have some measure of international subsidiaries. There's some exchange now where you all might be interested and concerned on what I do. You know, it's funny because it's, it's never in this portfolio 98% of the time. Exchange, it's never that top 1, 2, or 3 things that the CFOs want. It's never on the top, but it's something that's like, yeah, I got to get to that. I'm wasting some money, I know. Me: Mm-hmm. Them: But it's sitting underneath like this acquisition or this product rollout or getting the business to run. It's usually sitting right below there, but it's, it's there. Me: Yeah. Them: Here at Staratas, we're mostly US. This business is about $50 million. It has a subsidiary in Malaysia, a smaller one. We have about 70 people. So we, you know, fund payroll. We are, we are converting monies from US to ringgits. We do have a lot of customers around the world. We have them in Malaysia, we have them throughout EMEA. We are, we have most of our customers pay us in USD. That's, but in order for us to grow, that will change. So we will start banking and starting to receive monies either in pounds and Other. So I would say, and so there are many of these pockets. Me: Okay. Them: And so there are pockets, and I think of times where we could talk, but then it has to fit— but there's 2 things. One is it kind of has to be big enough. And it has to get on our radar where it's something, you know, we really should do something about it. Me: Yeah, otherwise fine. Them: Then I was like, well, I have— because the good, the positive opportunity for a place like Currency Transfer, as soon as we do any, from my perspective anyway, Any appreciable amount of exchange. And we almost always do our primary Treasury banking and our debt service and that with your traditional JPMorgan, you know, Citizens First. The large US bulge bracket banks, we always get screwed on exchange rates, always. Me: Yeah, I can imagine. Them: So we always overpay. So there is this layer where there's ways of saying if this is becoming an issue, you know, next year or the first quarter, we really should look at this and do something about it because we can save some real money or we can be more efficient. That's where there's opportunity. So those are out there, number one. But then number two, I'm, I'm, I always have to be completely unbiased and neutral in my work. So I have to be sort of indifferent. I'm serving the business. I have to let Me: Yeah. You almost have to present a few options, right? You can go directly to the bank, but I've researched this company and there's always others I can research and Okay, I was about to ask. Them: It always. Always. Yes. Yes. And so I always try to do that. Yeah, so I'm, I'm totally neutral. And in fact, I— we tried at a Certify, remember? We talked to Paul, we did some big, big trades, and I was very upfront and I explained, you know, we, we go back a ways, you probably want to talk to these guys. And I literally, you know, I'll say, you know, I, I have a right to, uh, compensation because of my history with them. I will waive it. I mean, if this is something and it looks like First, transfer a good solution. I'll just waive any compensation because I— and I would do that. I certify I was okay with it, but it's the first thing I'd say is stay neutral, which would be a benefit to you. And what I'm really trying to do is benefit the company I'm serving right. Me: Yeah, I am. All right. Yeah, look, that's Them: And most of the time they're like, nah, no, you're fine. We don't really care. Me: Yeah, look, the right sort of people wouldn't care, right? But you're doing the right thing. But yeah, you're, you're Them: Right. The right sort of people. Yeah, disclose it and it's, I serve a pleasure of what you want to do and I'll follow whatever you want to do. Me: Yeah, it makes a lot of sense. So Them: So it does. Now, I try to certify— let me throw one more thing at them. We tried, we had some large dollar amounts we were moving, and the, the thought that I have for you is this too. Because I see this over and over again, right? Because I'm going from company to company. Me: Peace. Them: There are windows that come up. And almost always the case, because exchange and being an expert at exchange and minimizing that part of treasury at companies of this size, you really, even though we hire exceptionally capable CFOs and accountants and controllers, when it comes right down to the treasury operations side of the business, there's usually things the person, the manager, the director doesn't quite get. And there can be silly things like, like a purpose code. I got to transfer, I got to convert $20 million from US to Indian ruples, and I've got the first couple ones, somebody has to walk me through this. It's like, you know, when you set the codes up, you need a purpose code. Which has to comply with Indian trade requirements, and you need to do this. It sounds silly, and it sounds like this little thing, but I, in order to make something come in and smooth, it's actually in my selfish point of view, Trying to point a little teeny light on where currency transfers, if we can do business together, exchange can, can really shine a light on how good they are because It's because the— a lot— we're very US-focused to a fault. Me: Right. Them: And so when there's a little help, we don't— Treasury, it's like, well, look, did you guys think about this, this, and this? You might want to do that. That pays huge little dividends when you're trying to create the relationships. With these tech companies to be their partner. So, and I see it over and over again. So it's just something to put in the back of your mind. I don't know, like, where it sits or if it makes sense to find, but it would, it would. Me: It does. Let me ask you, let me ask you, so I love this feedback. I think this is really, yeah. Them: And you should have the same problem if you're doing this with other high-growth US companies in that range. Me: Well, you see, I think in some cases they might be a little bit I don't know, self-conscious or shy to ask about some of these things. And they may just revert to using whatever they're comfortable with. Right. So you never really find out what the reason and the reason might masquerade as like, look, we didn't have time. We just had to do this quickly. Didn't have time to research how to do it this way because this way, the other way we already know. So I think that's, you know, that kind of insight is very useful because It's coming from a person that's seen it happen, not necessarily the person that struggled with it, right? So there's no ego at play here, which is great. And maybe, you know, maybe like Them: Yeah. Yes. Yes. Yes, that always happens. Yep. Yeah. No. Me: In certain— in just brainstorming how we can help here naturally. If there's— if that is ever an issue, there's a person to call, right? On our side, we're there. Them: Yeah. Me: But if that never raises a call, I guess a part of it may be better kind of communication and better clarity upfront before they need to do the transfer, you know. Them: I'm sorry. Yeah, yes. So where I would tend to think, or the advice I would give for whatever it's worth, if it's a new client and it's a new US customer, Like, you call it like a white glove service or something. It's that first trade, that first, second trade. Hey, hey, good job. We know we're not questioning your expertise. Did you think about here's common things that happen for new companies when they're trying to move $5 million? Me: Okay. Them: You know, ringgits or rupees or something. Did you put a purpose code in? Did you know that the bank has to stamp this and register? You know, in my opinion, that separates you right away. Me: Yeah. Yeah. Them: From, from that. And, and then the window's the first trade or 2, right? Um, because like I've been trained to do this now because I've been doing it. Like we just set up our first, um, uh, we're now exchanging ringgits and we're, we're funding our local bank out in Malaysia because I knew to ask these questions. I went down my list that said, did you think this, that, this? Okay, this, um, and It just cements the relationships, what I'm saying, you know, and unfortunately we learned some of this out of Certify and we got a little frustrated because I presented you guys just to give you feedback, very neutral. I hired an interim treasurer, he had a firm. Me: Yeah, yeah. Them: We could use the, uh, JP Morgan. And then I said, well, I also know a company called Currency Transfer. So we gave CFO, go ahead and pick one. He picked Currency Transfer. We put that first trade through. It was a big— it was $20 million. I think it was $25 million or $20 million and it got stuck. And it's like, damn, it didn't go through then, right? It's just, just Thing at feedback, and then we're calling, and then it's day 2, day 3, and then it's like, oh, there was a purpose code we didn't put in. That's all. So we sorted it out, we went forward. So I'm— all I'm trying to do is express sort of how I see ramping up and getting involved and getting started from what I think are common, common US Treasury small company size operations and how it looks. Me: Right. Yeah. See Yeah, that was, that was iron. Them: Why does it look a bit simple? Me: Yeah, genuinely, genuinely, it really is. And, and, um, it, it's getting me thinking how we can bridge that gap. Definitely on the first one or 2 transfers, just have more of a Conversation, maybe more regular. I mean, one of the things we always struggle with is balancing, you know, I don't want to chase the clients, I don't want to hound them, I want to be there reactively, but I'm also there proactively. But I don't know when they're, when they're under time pressure to make a transfer. Them: Yeah. Yes. And they're usually going to be in a huge hurry and they're going to call you and it's like, I need this yesterday. Me: Yeah, exactly. So I think in those scenarios, what we need to do, what I'd ideally like to be able to do Yeah. Them: Hi. Yeah. I think if it's a first trade, if this is the first trade for you, is this the first time you're doing this in, uh, you know, Corona? Okay, are you aware of ABCD? We just want to make sure everything runs smooth for you. Me: Okay. Yeah, yeah, absolutely. I think that's a great one, and that personal element of it is the most critical part. And I think on any introductions where you are the introducer, I obviously escalate. I know sometimes Nico might not be the best person, but it may be Paul, or I'm even happy to jump in myself. So they are— any of your introductions, I do want to just Repeat, I prioritize anything that I can do on a personal level. So on In any future ones, I think that's something that we're going to need to do better, and I want to eliminate any of those concerns. So I think just having, having better communication on that first transfer to help would be really good. And, you know, on a peripheral where I— maybe I can create some videos that even on the email communication when they sign up, it's like, here's some of the gotchas usually, right, when making payments out of, you know, Them: Yeah, we see this all the time. Here's some gotchas. Yeah. Me: Yeah, exactly. And, and, you know, they may be specific to certain banks that, that clients use, or, you know, ways that Or where they're looking to send money. So it is a little bit of guessing, you know, which ones might be appropriate where, but we can certainly do better on that front. I really like that in terms of like other collateral that might help you or You know, the way that you work, see, it's, it's an interesting balance because you need to be impartial. So you can't come in there and go like, well, I know this other company and I just so happen to have like 15 documents of theirs that I can just present to you. It's like, yeah, you seem a little bit invested in this. So there's a balance, right? Them: Yeah. Yes. There's a balance, but it also puts me in a— if I stay neutral, it— and I recommend you guys as an option— it also, because they know I'm a neutral person, it puts you in a very good light. But I, I can't sell you, it's what I mean, you know. Me: And, um, and, and Yeah, that makes sense. That makes sense. So how do you see— I mean, is it, is it a question of when, when, when the opportunity is ripe, when they, when they need to do it, you'll mention it, and then if they bite, then it may be a case where we rope in Paul, and then Paul will take a call and progress things. Them: Yes. Yes. Me: Okay, that's, that's great. Look, we've done that in the past, we can repeat that. And I think, I guess from my side, I'll take away what you've suggested there. I really like it. Them: And here, and I'll give you a big win for you too, Stefan, just super quick. And I— this is, I think it was Certify, this came up, we had to move money, and yeah, I was in a big hurry. I think I called Nico, he's like, yeah, he— and he goes, tell me what your current trade is. Okay, $5 million, the bank's quoting XYZ. He goes, hang on a second. Me: Yeah. Them: He's like, we could do it for this. That's $50,000. Whoop, that went straight to the CFO. And they're like, yeah, yeah, yeah, we want to save the money. Huge win. Me: Yeah, wow. Yeah, that's amazing. Them: Huge win. That was amazing. Me: And that speed of just being able to tell you the quote then and there, it's just like, look, we can just do this, was almost like, wow, that one call just saved me. Them: He, he, he did it. That, that, yes. Me: Yeah. Them: Yeah, I'm just— exactly, that, that made a huge difference when they come up, when that rate— when, when that type of opportunity comes up. Me: That's super. That. Yeah, yeah. So speed is, is, is, is an important one. Look, I really like that. And look, just in general, I mean, Maybe on your side you might not be sure what we can serve, what we cannot serve. Like even, you know, the Ringgit example, you know, I'd be checking on our systems who's best suited for this. Obviously we use Corepay quite a lot, so whatever they can do, we can do. Them: You know. Okay. Yeah. Me: Plus the revenue share that we have. Them: A corporate— you use CorePay, you say? Me: Yeah, yeah, Corepay is, you know, they're one of our providers. So ultimately, you know, any of their capabilities can, we can, we sit on top of them, but obviously we get really good rates from them, and then we attach our service, and obviously there's a rev share. So between using Corepay and us, we have to make it a lot more attractive to use us for the client that, yeah, what I was saying is, so if there are, you know, if you ever have questions over what can we do, what can we not do, Them: Okay, I know CorePay. Right. Yep. Yeah, no, send me the materials. I'll hang on to them. Yeah, if you have them, the links. Me: Yeah, and you know, if Yeah, and maybe I'll add you to WhatsApp as well so we can kind of message back and forth because I tried to find your number and it was like I only had you on LinkedIn and it's, yeah, but it's a little bit clunky. So yeah, I'll share some collateral with you. I'll put some PDFs together, but they update regularly. So I might just give you, um, I'll try to figure out a, uh, maybe a live link or something. But in any case, You'll have my details. You can add me on the number I pasted, but I'll message it to you after. Any kind of requirements that you just want to brainstorm and, um, Them: Love you. I hate that. Yeah. Okay. You sure? Me: And I'll look at those and bring in Paul when necessary. So just to kind of keep it front of mind where it suits, right? I'm not here to push sell, nor are you. And I think our mentalities and ways of working align really nicely there and where you can kind of give us almost like the back channel advice of like, this is what matters to this firm or this, they're struggling with some of these things and they're under time pressure. They've not done this before. Them: Okay. Yes. Yes. Me: You know, those types of things I really value because I don't know what I don't know. Them: There's something, there's something there. Yeah. There's something there because most US-oriented CFOs are incredibly skilled. They don't— and somewhere in here, as they start moving money, they know the basic principles. But when it gets tactical or technical, there's usually things they don't know. And it could be in Spain, it could be in Sweden, it could be in the UK, Asia. I just see it all the time. There's some Opportunity there. Me: Yeah, yeah. And what are you guys doing, um, in terms of the Malaysian ringgit? Is that with the bank at the moment? Them: Oh, like that. Uh, yeah, so right now we're doing like, uh, we have all of our banking set up with, uh, JP Morgan. Um, and, and, and we have— we were so busy setting up the operation and setting payroll up, you know, and getting accounting systems up and so on. Me: Yeah. Them: It's not on the top of the list, but it's there. So we know at some point we probably need, and we're going to grow in Malaysia. We'll have, we have 70 people there today. We want to grow that part of the world. It will come up on here. Me: Yeah, yeah. Okay Them: Where we should look at what it's costing us to do these, to manage our currency and our exchange there, and should we look for a more optimal way of doing it? Because I, and I know, and my colleagues would agree with me, we're not moving a huge amount of money right now from US to ringgit, but the money we are moving, we're paying a very high rate on and so on. And we're paying, you know, Me: Yeah, naturally. I mean, Yeah, Malaysian ringgit is a difficult currency in general, um, but yeah, if, if, if there is a conversation to be had, obviously we can have it in, in due course, however it kind of fits. And, um, yeah. I think that's really cool. Look, I won't take up more of your time. I've really enjoyed catching up briefly, but let's stay in touch. Let's add each other on WhatsApp. I'll share some things you know, in terms of our collateral, I'll put something together. And I'll, over time, I'll also start sharing like some videos that I prepared for the new partner portal. That's more for you just to kind of see as I'm, as we're kind of progressing this stuff. I'm really proud of it and just get your feedback on it ultimately. And I'll send you, I'll send you a login and, and yeah, more feedback whenever you kind of come across it or any issues that you have. You've got me on speed dial, my man. Them: Sure. Okay. Yeah, I'd love to see it. Yeah, that's fantastic. I'll take advantage of doing that. So great to reconnect with you as well. Happy to look at the materials and we can, we can keep a dialogue going as well. Me: Okay. Yeah. Them: Happy to do that. Me: Super amazing. Francois, great to speak. Them: Likewise, take care. Have a good weekend too. Enjoy. You're closer than I am right now. Me: Yeah, yeah, racing to it. Take care, my friend. Speak soon. Ciao for now. Them: All right, take care. Bye. Me: All right, bye.

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