Building Canada's Finance Platform: Ruslan Nikolaev on Float, AI & an $85M Series C

Mike Pinkus: Hi, I'm Mike, co-founder of ConnectCPA and your host at GrowthTales. Today's guest is Ruslan Nikolaev, co-founder of Float. And if you're a Canadian business owner, you've probably already heard that name. Float is rebuilding how Canadian companies manage their money. Everything from business accounts, corporate cards, bill payments, expense management, all in one beautiful platform synced directly into your accounting stack, whether on Xero or QBO Float plugs right in. And now with AI enablement through Float Intelligence, the manual back-and-forth that used to eat up all of your finance team's time is disappearing. Well, let's talk about what Float has actually built. Every year, The Globe and Mail compiles a list of the fastest growing companies in the country. Of the millions of businesses in Canada, this list highlights the 400 fastest growing companies based on a three-year average revenue growth rate. In this most recent year 2025, Float landed at number four. Not top 50, not top ten, but number four in the entire country. With a staggering three-year growth rate of 5,601%. And if that wasn't enough, just last night while I was scrolling through my LinkedIn, a notification popped up on my screen that Float just closed an $85 million Series C to help fund future growth. Ruslan, Wow, this is impressive stuff. Thank you so much for joining me today on Growth Tales.

Ruslan Nikolaev: Yeah, thanks for having me, Mike, and really excited to chat to you today. A huge fan of what you guys do with your customers as well, and how you guys provide the service to Canadian businesses and really aligns with our mission and vision as well at Float. So always great to chat with folks with aligned visions and looking forward to digging in.

Ruslan Nikolaev: Yeah.

Mike Pinkus: Yeah, I appreciate it. And I want to dive into everything you're doing today and Ruslan. But before we go into where you are today with AI and intelligence and all these amazing things you guys are building, I do want to go back in time to start at the beginning, just to understand what made you start Float. I know you come from a software background, but you give me a little bit of the Genesis story of how you guys got started.

Ruslan Nikolaev: Float started in 2020 when we, myself and my co-founder Griffin ran into the challenge firsthand of, you know, going to a bank, trying to get a corporate card, something that I imagine every single Canadian founder or entrepreneur has had to do at some point. It took us more than six weeks to get a credit card from a bank, even though we already had, you know, capital sitting in their accounts. They gave us a credit limit that was basically impossible to operate with as a business. It was probably barely enough for us to even pay our AWS bill, let alone all the other expenses. The company that we had. And we just realized that we're operating the consumer grade banking experience, which did not meet the needs of our business at all. And we saw that with, you know, hundreds of other finance teams and founders we talked to after that, that they're really struggling with the tools that they actually have in their hands to run their business. And we already know, you know, starting a business in Canada is hard. And it's, you know, difficult to operate and build a really big company in Canada alone. But then also you have to cross the border and go to the U.S. At some point to really expand your growth as a business. So you need good tools to do that. And it's really hard to do that with the tools that we saw. You know, Canadian banks offer, for example, in the country. And, you know, the second thing to notice is that while there were great international providers or solutions exist in the market, they just never localized the Canadian business needs. So Canadian businesses were underserved almost in two ways where you had the local competition or maybe local solutions that weren't keeping up with what the business needed. And you had international providers. They always built for the global use cases, but forgot about the Canadian use cases in the Canadian nuances of, you know, the local tax regime, compliance, regulatory environment, the local payments rails and things like that. And we felt like that was very unfair. We felt like Canada deserves better, and that Canadian entrepreneurs shouldn't be spending their time dealing with customer service, going to a branch just to send money and pay their contractors. There's got to be a better solution for Canadian businesses to operate with, and that's what really inspired us. You know, we were founders ourselves. We had to deal with this firsthand. We felt like no other founders should experience this again. And similar goes to finance teams that, you know, spend hours and hours reconciling their books manually, dealing with sort of systems that don't talk to each other at all, and that felt like the tedious work that we can help them automate end-to-end.

Mike Pinkus: Yeah, And I couldn't agree with you more. And I think what you've built goes way beyond just obviously simplifying corporate cards. And, and a lot of people do know Float for the corporate cards mean the ease of use of just spinning out a virtual card. That revolutionized the game in Canada in a big way. But you guys go way beyond that on the product side, Ruslan, like you've built these integrations deeply into the main ledgers that exist. Xero and QBO. Was that intentional from day one that you would make this an integrated product into other software products in order to ease that accounting burden?

Ruslan Nikolaev: Yes, for sure. And, you know, we saw is that the finance teams, in a lot of time actually stitching together all these tools, right. An average finance stack you know, back in 2020 when we did our deep dive into this, probably had like ten different tools, right. You have a tool for approvals. You'd have a tool for, you know, receipt capture. You'd have a tool for your actual corporate card, for your payments. separate, separate one. Yeah. You would have something for accounting of course. Budgeting maybe Excel sheet somewhere. So you had this like finance stack that just didn't talk to each other and created all this overhead of just reconciling things. Right. Like by definition, what reconciliation is, is just the data that's not flowing, you know, end-to-end through the systems. And you have to review it manually and basically confirm the inputs. So we felt like Float has to play nice with the full finance stack, but actually be that almost like unifying force, if that makes sense in the finance stack. Like we recognize pretty clearly which tools we sit downstream of when it comes to that data flow in your finance operations and which tools we sit upstream of, which is your accounting system. Right? Float never aims to try to replace your accounting system. In fact, we don't work well without one. So we actually work very closely with QBO, Xero, NetSuite, all those accounting providers to integrate as deeply as possible and build and maintain all the integrations ourselves in-house, because we feel like it's critical to Float experience, to talk really nicely with your accounting system. But what the results at the end of the day for the customer is that you know you're not sitting and spending your time stitching the systems together and Float can become, you know, that centralized place for your cards, your high interest accounts, your bill payments, your reimbursements, and all of your sort of money out workflows. Float can help you from receipt capture to fully reconciled transaction that gets pushed out to your accounting system, and you're not managing five, six, seven different tools just to get the simple thing done right, which is I need to swipe my card. I need to pay this vendor, you know, this long trail of steps you have to take after to categorize it, upload your receipt, approve it. All that stuff like Float helps you with that and your accounting ledger looks very clean as a result of it.

Mike Pinkus: I think that's an amazing thing that you guys have achieved, which is that what you're just describing the consolidation of apps. So at connects CPA We were an early entrant into cloud accounting and the tech stack. Everyone knows what the tech stack was. It was Dext for OCR data extraction. It was Plooto for payment out. The challenge that you run into with multi-platform is, as you mentioned, they don't always play nice together. You've got to build workflow around it. And a lot of the other complexities, like expense reimbursements were complicated to navigate. And I think Float took a really interesting approach, not just consolidating it, but setting the policy in advance for things like expense reimbursement. So it's not just the cards that you spin out, but everyone seeing today was SaaS spend going up. You don't even realize your SaaS bill is to be able to preset policies on your virtual cards that's been something that's been changing the game for what we're seeing in big rising companies that are struggling to manage just rising expenses. That feature set is like really, really important. Did you guys design that by a pain point You had yourselves? Like, where did these ideas come from?

Ruslan Nikolaev: Yeah, I mean, I think there's a few sort of like a few innovations, I guess, that are packaged together in that case. But what we saw is that, you know, part of the reasons why reimbursement everybody, most of the businesses, random reimbursements right before, you know, cards really became a thing for business. And even to date, I think, you know, credit card adoption, at least Canadian SMBs is still very low relative to, obviously, consumer credit card options like the U.S., for example, we're probably 20 points behind the U.S. on credit card adoption. And basically what we saw is, you know, cards were treated as this like archaic payment methods with no controls around it and no, no way to trust basically your team to have a card as a result of it. So only like a handful of people get cards in the company. Maybe it's your director of the specific team. Maybe each functional director gets one. Maybe it's just your CEO and the finance team, and you created all these workflows effectively to manage spend on cards. Cards are very convenient to make payments with, but the controls were lacking. And that's what we saw as sort of a gap. And at the same time, you had reimbursements, workflows, which had a ton of controls, but they all came after the swipe. So the employee would swipe the card and almost like ask for forgiveness after the fact, Right? And the finance team had to review it and, you know, approve it. And the finance team was happy because they had what they needed to feel in control. But in this case, the employee was on the hook. Right? So we wanted to find something that, you know, brings the best of both worlds. And effectively, what it came down to is becoming a lot more proactive about how you approve the spend on cards, but also putting more controls in place on your card spend. So very specifically, you know, today when you sign up for Float, you can give a card to every single employee in a company and just put $0 in it. Right? That innovation alone, you know, being able to manage your own cards, A company, assign their own limits, change them instantaneously when you know the employee actually needs the money to spend with, but keep them at $0 otherwise, is something that didn't exist in Canada before. But it's really powerful because now you can actually have the cards in everybody's pockets, and when somebody needs money, you can give them just enough to make that transaction today, maybe for the three-day trip they're taking somewhere, maybe for the one SaaS tool they're paying for, you can control it at that level. You know, we build a bunch of workflows for approvals, for control of spend, for after the swipe, sort of like managerial review as well. If you want the team manager to review the expense for that team before it makes its way to finance. So by building all these workflows around the cards and really enhancing the controls around the spend. We've actually flipped the equation where you're not asking for forgiveness later and spending first on your own card, but you actually ask you for permission to spend. And if the finance team gives it to you. That dollar amount can be provisioned to your card in a second, and you can go swipe it right so you can top up a card on the go. If you're out of money, you can ask for a top up if you are buying something right now and your manager will get notified over slack and they can approve it there. The entire sort of idea about cards not having controls and being low trust kind of vanished over time, and now you can manage your spend way more effectively. And for finance team, it's great because you don't get the cash flow shocks when everybody submits reimbursement requests all at once. At the end of the month, you're not dealing with very manual and tedious follow-ups and back-and-forth around, why did you spend this money? What was it for? Just don't approve it if you don't know what it's going to be for. And that's sort of the better solution for everybody. So there's a lot of innovation that went in place to make that happen. But that's how we landed on something that seems to work way better for finance teams and slowly becoming the norm I would say now in Canadian finance especially.

Mike Pinkus: I'd agree with that. And I'd say what maybe you started off as being what could be perceived as a simple innovation is actually quite complex. And honestly, a big credit to you guys because it's a very complex innovation when you look at all The permissions and workflows that need to be set in these policies. But I'd be remiss to not ask you, Ruslan that now, now that you've solved, you've solved credit cards and the permissions and managing large teams and how they spend money. But I'm sure AI is something that is going to play a major, obviously a major place today in your current product, but also for the future. I'm curious, it's not just the spend on operating expenses as well as employee expenses that need to be categorized, but you've built a deep integration into the ledgers like QBO and Xero, so that these could be allocated effectively into the ledger. And how is AI going to play a factor in that? And what else are you guys using AI for presently?

Ruslan Nikolaev: Yeah, I mean, I think there's a few ways to answer that. I think, you know, we all started by saying, I think the same laws apply to everything. Like AI hasn't created a magical outcome for companies by the same laws. I mean, you know, you still need to build up your finance stack from the ground up. And if you haven't figured that out yet, then that's the better thing to prioritize first before you start really looking to like AI use cases and AI leverage, let's say. You really want to have your workflows and your data in one place as much as possible to then take advantage of AI on top of it. And we fundamentally think of Float as like a workflow tool. So we sit in the process of managing the spend, approving the spend request, controlling the card, closing the books or reconciling your transactions, paying your bills, and managing your bill intake. Right. So we really play in that domain of sort of intake to some kind of processing to export to accounting system. And what that means for us specifically is this is where a customer spend a lot of their time, and this is where we have a lot of opportunity to, you know, save them that time with AI and automation specifically. So, you know, the best example I can bring up is from day one, we wanted to completely get rid of the idea of transaction coding. Our North Star vision has always been how can you like swipe and forget, right? And as a spender that would be a great experience. But you can't quite do that because finance has all this checks in place which are there for a good reason. But how can we help you complete those checks in a less manual way? And that's where we've deployed, you know, a lot of our AI and initial efforts there. We build our own transaction coding agent, which basically now is automatically codes transactions and applies Canadian tax codes to every transaction in Float at like 95% plus accuracy. Took us a long time to develop it, but that was the first, I think, big aha moment for us to, you know, look at Float as this workflow tool and really look at the amount of time that customers spend and Float to manage their workflows and actually just aim to drive it down. So the future to us, in the funny way, is to basically make it that people spend as little time as possible inside Float and basically give them the best tools, but also the best automations on top of Float to make their finance flows. You know, instead of you having to be there every single time watching and supervising it. So that's one way to look at it. That's how we think about it specifically around the workflow angle. I think there's a lot of unlock and potential in terms of your data and sort of where your data rests, because you can analyze that data way better. You can probably find discrepancies way better. Again, you have to have all this data in one place. So you have to figure out your finance stack first. But if you nail that then you can, you know, run analytics tasks way faster, run reporting way faster. Get answers to really complex questions at this point in terms of finance and how your business works very quickly, with LLMs actually analyzing hundreds of thousands of data points all at once for you, you know, running a five ten minute background task, but then coming back to you with the answer of how much you spend here or what would happen if you, you know, double your spend in this domain. So a lot of those use cases, I think, around reporting and insights are also really interesting, but a little bit separate from Floats current product today. But where we see a lot of finance team, find a ton of leverage around reporting insights. Yeah.

Mike Pinkus: Yeah, it's a great answer. And I appreciate you starting off by saying AI doesn't fix all things. I mean, you still need your fundamentals. It's not this magic pill. It's going to make the work like maybe in 3 to 5 years, like maybe we'll be changing our tune. But I appreciate that answer of like the fundamental working still need to be there. Ruslan and I want to talk about the round. This is new information. Like I said, I was scrolling in bed. I see the $85 million round world sitting, sitting down in bed, just like looking at your LinkedIn. I'm like, wow, I wanted to ask you, I want to ask you a tougher question related to just competition. Like $85 million, Series C is a big, big deal and I understand that raising a big round, you guys do have competition. There's some really, really big US players that I'm sure would enter Canada. And you have a cult following here in Canada because of your ties to the country. How do you think about competition and how you're going to use this capital to further grow Float and maintain your position within the country? Yeah, for sure.

Ruslan Nikolaev: And I think it kind of kind of goes back to our mission and vision you know. We started the company to solve the needs of Canadian businesses. And we're not changing that anytime soon. And to us, you know, the problem is very far from being solved altogether, like Float today can manage, you know, your cash outflows that are non-payroll. Right? But there's so many things you do in your finance even how your business runs. There's so many other ways where Float can create leverage to us. And that's the exciting part in terms of continuing to solve that for Canada. I think today's product is already like hyper localized the customer needs. There's so much functionality we have that I don't think will ever exist in international providers just because it's going to be really hard for them to continue building just for Canada 24/7. And for us, on the other hand, you know, we saw in the market is maybe especially in 2020, like a lack of dedicated focus on this country and solving the problems in this country. And capital is definitely a part of the equation. And, you know, in a way, we're very proud about the capital we get to deploy now for the Canadian SMPs, for Canadian finance teams to build the best product possible here. But the other part of the equation is also talent. It's also about the regulatory depth and ability to navigate, you know, all the compliance and nuance of Canadian banking ecosystem. They're very different cross-border. Even though we're three hours away from the U.S. here in Toronto, the way the country runs is completely different. Right. And how our payments work is completely different. And to us, the exciting part is that we can now take all this capital and actually deploy it on this problem in Canada. And the market is, you know, massive at the same time, like if you think about what Float's achieved today, you know, with all these news announcements, we still believe we serve like 1% of the entire market. And every single time we talk to a customer, the problems they deal with are the same and the providers they use are actually the legacy providers. It's, you know, the big banks, all the providers that are basically were good in 2010 but just haven't kept up and haven't evolved for what's needed in this day and age. So that's exciting. And we're not changing our mission and vision anytime soon. So we'll keep building for Canadian businesses. And this capital just lets us do that better and faster. And I think a large chunk of it will also continue going towards accelerating our investments in artificial intelligence as well, because that is a space that has potential to I think it already has more than 10x our ambition and mission and vision as a company, but it also has potential to completely change you know, how finance teams run, how businesses run. And if we can keep making it easier for entrepreneurs, finance teams to run their business and focus on what really matters, which is their teams, their customers not going to a bank or dealing with PDF statements. That's what gets us excited. So yeah, that's how we think about it. And we definitely are excited about this ability to now take this capital and deploy it on the Canadian problems. Yeah.

Mike Pinkus: Yeah, and I think it's a large amount of capital. And I think Ruslan to allows you guys to do really big things. So I'm very excited for you guys. I wanted to pivot a little bit here because I'm sure a lot of people are wondering, as a co-founder, Ruslan and you've been doing this, you said 2020. I'm sure you've gone through a lot of ups and downs. I know it looks like a rocket ship right now to someone on the outside. And it's like, wow, I'd love to sit in Ruslan shoes and do $85 million round. But could you share just some of the challenges you've had along the way from 2020 up until now that you're like, oh my God, oh shit, I can't believe we've got to deal with this right now. I'm sure there's been many, but can you think of like 1 or 2 things that have been really challenging along the way to this point?

Ruslan Nikolaev: Yeah. I mean, I think, you know, maybe I'll just share a couple of, like, flavors of the types of issues that we've had to work through. The first one is, you know, this reality of what it's like to build financial products in Canada, where, you know, the rails and the regulatory frameworks are quite far behind from what's needed to actually build effectively. And, you know, anything from overnight requirements being changed without us knowing and then having to go to thousands of businesses and tell them to do something new in a product to, you know, adapting internally to these requirements and having to completely re-haul our own processes internally in a very short spans of time just to continue being compliant. And, you know, we really pride ourselves on building in Canada and building with the Canadian regulatory framework in mind. So that's important to us. So there's definitely a handful of those stories around, you know, launching financial products in Canada from the ground up without core infrastructure being widely available and really having to engineer those solutions from scratch ourselves. Definitely a bunch of stories from, I would say, 2023, where, you know, the Canadian economy in general has gone through a pretty tough time I would say, in terms of navigating this first, the zero interest rate era. But then, you know, the rapid increase in interest rates, but also all the Covid lockdowns and sort of how the economy worked through that. So to us, the outcome on the average Canadian business was like way tougher based on what we saw versus maybe what happens across the border in Europe or maybe US and other markets. So that was definitely very challenging. Supporting our customers through that time was also really hard. You know, unfortunately we had to see some really great businesses, you know, go out of business during that time. And it's just not easy to, you know, navigate all of that and also trying to offer them support at the same time as well. So a lot of stories, you know, in that domain and obviously The rest of the day-to-day company business building initiatives, right. Everything that goes into attracting exceptional talent and building an exceptional team, trying to get folks really excited about joining the Canadian mandate and building this first class sort of product in Canada ourselves. Bringing a lot of folks from, you know, US to come to join us here in Canada and build in Canada. So a lot of stories like that for sure. Yeah.

Mike Pinkus: Amazing. And, Ruslan, I want to know, how did you spend your time, you know, have a big team. I'm sure you're involved in the culture. I see your active on LinkedIn. You're a technical founder. Like how do you split your time in the day? Are you mostly on product? Are you are you doing one-on-ones with your senior team? Are you in with investors like how are you spending your time on an average day?

Ruslan Nikolaev: Yeah, I mean I think it's a mix of spending time with the team. I think being very close to the ground with our product team, with our design team is really, really important. There's a lot of, I think, still like pretty foundational product vision concepts that we spend a lot of time debating and figuring out. How do we do this, you know, 10x better than maybe what has been considered the default approach there. Being really intentional about what we do and why we do it for our customers. You know, despite the big capital raised rounds and announcements, we're still operating as every other business in a constrained environment. When it comes to product building. So you're always trying to choose the best bets that help your customers the most. So spending time on that specifically, I think with the emergence of AI and again, as you mentioned, being sort of an engineer in my background as well, I definitely spend A bit of time now with AI tools, prototyping with our customers. One of the things we should actually talk about after as well. I'd love to. And I think trying to see where the future of finance is heading with this early and rapid feedback prototyping has been really, really interesting. And then finally, of course, as we're growing as a company, like the amount of time you get to spend with your team, which is actually the fun part, building the team is the fun part. Building our products is the fun part. You know, doing design reviews is always really, really interesting the team, but you do end up spending a lot more time on this, more strategic discussions. You know, the leadership team context at the context of the board and figuring out really like where do we take the company from here and how do we invest in sort of the most exciting areas for us to continue accelerating our growth as a company as well? So I would say it's a mix, but I think for me personally, being quite, you know, technical myself, I will definitely keep saving the time to to spend with the team and be as close to the product, because I find the amount of leverage you can have by being close to the details is really, really critical. And it's something frankly, we, you know, I would say expect and say across all of Float where folks, especially in leadership roles, should be able to operate at all levels. Right? You should be able to go into details with your team if needed and make the important decisions. And you should also be able to zoom out and sort of like set the broader strategy and vision. So I think, continuing with that, I'll definitely keep doing that myself. And our team I know is doing the same thing as well.

Mike Pinkus: Amazing. I have a final question for you Ruslan with AI obviously here, there's probably a huge efficiencies you guys can gain in terms of coding and building product, and it's only getting better and better. Where do you see Float in light of the most recent series C? What's your vision for the next 3 to 5 years? Like what are you guys thinking? You don't need to give me the exact roadmap or the secrets. I just want to understand where do you see the product going?

Ruslan Nikolaev: Yeah. No, I mean, I'm happy to share, you know, as much as much as we can. So at a high level we see a few opportunities. We see, you know, the core job of, say, expense management that now feels like it's on the verge of being potentially automated end-to-end. Right. And what we believe is the better approach to it is not being critically involved in every single step of the process, but actually being getting 80% of it basically done automatically with the help of AI and being alerted about the things that you actually need to review. Right. And I think that's exactly the area where AI is getting really good at, you know, the routine things, the out of a thousand actions you make as a business, there's probably only like 50 that actually need your attention. The rest of them are much more routine and can be automated for you. So really helping you choose where you spend your time within these workflows is probably the area where we're going to be spending a lot more time ourselves. We also think a lot about employee experience. So we talked a lot about finance teams, but to us actually the important areas also like I'm a spender on Float, I use our product all the time. I actually file a reimbursement request once a month just on purpose, just to see just to see how that felt. But obviously use cards most of the time. But the thing we care about a lot for spenders is effectively make sure that the spender experience becomes as frictionless as possible. We believe that, you know, The reimbursement it's the reimbursement process itself is super tedious. And, you know, nobody likes doing it. And if anything, it makes the finance teams jobs harder when that reimbursement Flow is like really complex and tedious, right? So we want to remove the friction from as much of the spending for the employees as possible, while keeping them in check and sort of keeping the finance team in control of the spend. So there's a lot of, I think, workflows that we want to automate there, from receipt capture to most recently we launched our receipt matching automations as well. Transaction coding we already talked about using AI there quite extensively, but there's a lot of other, you know, small steps you have to do as a spender. Our vision for spenders especially is why would you ever need to log into Float, right? If you have the card, if you know how much money you have there, if you know to spend this card on versus not, why do you ever need to log into your Float account? Our vision is to try to eliminate that completely for spenders and make it as frictionless as possible. And then I think the last piece I'll mention is, you know, there's a lot of other areas where Float can work with the external tools to help you with making decisions and taking action across your systems. So I think that's the one area where we're definitely looking at with AI, specially where this barrier of understanding how other tools work kind of goes down, because the AI tools can do that work for you. But all of that orchestration that happens across your finance tools, is something that we haven't seen really anybody tackle or solve. And to us, that's the area that becomes quite interesting actually. So we're definitely exploring what we can do there as well.

Mike Pinkus: Yeah. Yeah, I'm super excited. You guys are so advanced Ruslan. And you've changed the game a lot in this marketplace of consolidating the product, enhancing technology. It's ironic how you said, like so many businesses are still on legacy products. So many businesses are still on desktop products non-cloud-based like they still have file folders. And you're talking about AI automation on categorization. So I think the size of the market is way bigger than people even realize. But I wanted to thank you so much for taking the time today. We're huge advocates of Float here at ConnectCPA. And we're onboarding more and more customers every day because like you said, it's not just the ease of use and solving the credit card problems and expense management problems, it's the fact that it's that seamless one stop shop to integrations into your core ledger. And you guys are doing a great job, and I'm super excited to see what you guys do with this round. We're going to be following along on LinkedIn because I know you're quite active there, but thanks again, Ruslan. And it's been amazing having you here today.

Ruslan Nikolaev: Yeah. No thank you as well. Great to be a part of this and always awesome to work with the customers that you guys serve. And something I didn't touch on is, you know, we really deeply pride ourselves on customer service. We actually went almost the other way in terms of automations in customer service, where we chose not to automate many parts of our customer service and keep humans involved because our customers actually like that. And yeah, working with partners like yourself and having that same level of expectations for what great customer service looks like it's always awesome. So looking forward to working more with you guys as well.

Mike Pinkus: Yeah it's amazing. Well thanks again Ruslan and looking forward to seeing more success with this new round. Thanks, Mike. Take care.