What does my day look like? That's a really good question. Now, my day has changed drastically since forming the company: we've had the seed round, the Series A, we've got to one million ARR, we have universities in the US and the UK and some in Europe as well. In the early days, when it was a team of three in-house, and we didn't have very much to spend, I had to do practically everything that wasn't product. So I did product management, I did investment, I did publisher relations, I did sales, I did marketing, I did finances, et cetera. Now, we go through a seed round, we build a team of five and slowly works its way to ten, we then have a specialist who does finance and ops. We have a specialist who does sales. I can hand those roles over and then focus my time on just the investors and the bigger customers and the public. And we do our Series A and the team goes to 20; we have specialists for all key roles. So I don't have a specialist area as such, and there's always an employee that has more time to dedicate to that area and more experience in that area. And so what that means, as the CEO, you need to use your core skills. And so my core skills - things that other people in the company may not be able to offer - one, access to a really powerful network: anybody wants to meet with the CEO, not anybody necessarily wants to meet with a sales rep - so I can open some really big account doors for the sales team, for them to work. Investors very much need to see the CEO, particularly when you're doing Series B, Series C, so, again, I represent the company to the investor. When we are at conferences or doing big meetings, or on social media, it's important that the CEO is the face of the company - so those are all the things that make up my role now, and I expect that to change drastically as we grow.