Yes. So I think it's important to level set sort of where we are and what we've done, right, and then I'll talk about that. So almost two years ago, we embarked on this asset-light model. And Q1 was our first positive EBITDA quarter since '23. So I feel really good where we are now as a company and what the future looks like for the balance of this year and moving forward, especially with our adjusted EBITDA positive $2.4 million. There was actually $1 million of costs in the first quarter related to personnel that we've already eliminated at the end of the quarter. So that would have actually been positive $3.4 million. But what we have is a portfolio of really stable high-margin licensing deals. And now what we're actually able because we have a plan to continue to reduce overhead, but we're in a position now where we should start to produce cash as a company, we can now sort of focus on growth. And I think that comes from two areas. As we mentioned in the press release, we're seeing a lot of traction in what I would say is gaming. And then in the hospitality or LBE side of things. We have actually been approached by two what I would say is some of the best operators we know of in the United States to develop some form of, for lack of a better term, Playboy Club. The physical build out of that and the development of that would actually take a while. That's a one-to-two-year project. But the licensing deals themselves for gaming and some of the other stuff we have in our strong pipeline, that is something that we should see in the back half of this year starting. Obviously, revenue recognition, when you do a multiyear deal, that's subject to sort of straight lining the accountants. And then in addition to that, what's really interesting is what happened with the magazine. And so we sold out of the magazine albeit a small print run online. And then the sell-through of Barnes & Noble's was unbelievable. They were our exclusive brick-and-mortar or new stand sale. And what we've seen come out of that actually, and we're going to do one additional issue this year as we ramp up to hopefully four issues next year, is the ancillary revenue streams that come off of that. Think about these as quasi licensing streams actually from a margin profile perspective. But when we start to get into opportunities around mainstream content. So TV shows, both linear and digital, as well as paid voting. We actually have a history of doing paid voting before. Back when we weren't asset-light, we had launched Playboy Lingerie, and we've actually done the paid voting campaign to find the next phase of Playboy and that generated a significant amount of revenue and EBITDA for us. This deal that we're doing is slightly different, and we'll talk about that on the next call. But it's something that we think is an always on ongoing competition, really embracing our community and allowing them to help pick or dominate who might become the next Playmate as we gear up for 12 Playmates a year. And then the ancillary products around that, not only the magazine, but the calendars. We had a long history of producing a Playmate calendar that used to produce multiple millions of dollars a year in sales. And so there's a lot of other revenue streams that can come on the back of what we're doing from a content perspective. And then in addition to that, we get the benefit of what I would say is really the strong brand awareness and rebuilding the brand. And so I feel really good with where we are from our plan to continue to reduce overhead moving forward, continuing to increase EBITDA. And then really what is the growth opportunities, which I would say, if I look over the last three to five years or probably the strongest growth opportunities we've seen. It doesn't mean it will hit in '25. We're really focused on sort of '26 and beyond. But you could see paid voting in the second half of this year. You could start to see a calendar that we're planning for the magazine, which will come out in November. And then you also saw in the first quarter some sponsorship revenue, and we think that will continue and grow moving forward as we continue to refine what I would say is our media and content strategy moving forward, George.