Sell the app again after its growth has already slowed

Josh Peleg… process: sell before you need to. The biggest predictor of your like exit price or the success of your exit is your alternative to the exit. What do I mean by this? If your company is struggling, growth is slowing down, and you don't sell, and your only option option right now is to sell, you're in a pretty tough position. You don't have a lot of negotiating leverage. But if you're in a great place, you're growing, the future looks bright,

Josh Pelegyou just onboarded a couple of new guys, and you don't need to sell right now, you can come into a negotiation like with with with a lot of strength, you know? You You don't need to sell. You'll take a great deal with the right person, you don't have to. We can see the story play out with MyFitnessPal, you know? In 2015, Under Armour paid 475 million for it, and they're paying for the future growth, that's why they're paying a premium. But the growth slowed down. You know, the the peak was in the past. And so when that second deal came around in 2020, and Francisco Partners bought MyFitnessPal, they paid over 100 million less for it,

Josh Pelegbecause they weren't buying the future as much as they were paying for the past. And so it's really about making sure you come to the table, a, fully committed to a sale, like this is what you want, you've thought about it, you've built your priority list, but making sure that it's not your only option. Making sure that you've thought about other alternatives at the same time.

Joseph ChoiA- at what point do you think growth becomes a a credible story? Is it like 12 months straight of increasing growth every month, or can you do it from like three months after launch? Like, what's a what really like reads as trajectory to a buyer?