then you get stuck, you have this very high valuation to go public and you will end up as a potential uni-corpseit trickles down the food chain into early-stage companies. this environment has a lot of volatility and uncertainty. and my advice is don't try and maximize the valuation, maximize the value of the investors and make sure you have people going through long-term themselves so they can help you weather the storm. emily: david, how much attention are you paying to the environment? are you changing anything within the company, are you doubling down, changing strategy, being more careful? dave: of course. as a ceo you have to balance two things -- growth and profitability. mark is a mentor, and he shares with all his investee's. honestly i almost disagree with that point. the only thing that matters is customer value. if i create value for the customer, i will be rewarded in the market for evaluation. i can generate more revenue and i am creating value for my customer. emily: what is it you disagree with? dave: to some degree, it doesn't even matter to the investor. what really matters is